International supply chain management in an Internet environment

Abstract

This conceptual paper argues that the emergence of Internet commerce is presenting a significant challenge to traditional internationalization explanations. Given rapid accessibility to customers and suppliers around the world, businesses appear to be turning towards networks of cooperation rather than external control structures. International supply chain management is proposed as a process of internationalization representing the implementation of a global uncertainty-driven new network orientation. A network orientation is proposed to encourage more integrated levels of I-commerce adoption which, in turn, further strengthens the relationship between a network orientation and its implementation. A number of propositions are presented along with a discussion of future research issues.

Information systems in supply chain integration and management

“…For example, ERP systems such as SAP, via Extranets connect not only different functions within a firm but also among the firmÕs supply chain partners (i.e. suppliers, distributors, and third party logistics (3PL) providers), enabling the partners to share information such as order status, product schedules, and sales records, to integrate major supply chain processes and to plan production, logistics and marketing promotions (Overby and Min, 2001). Naylor et al (1999) discuss the role of IT in integrating the lean and agile manufacturing paradigms in the total supply chain.…”

The Role of Small Business Strategic Alliances in the Adoption of E-Commerce in Small/Medium Enterprises (SMEs)

“…Hence the current study does not confirm assertions by Keeble et al (1999), Overby & Min (2001), O'Donnell et al (2001) and Dennis (2000) about the benefits of small business strategic alliances in regards to E-commerce adoption.…”

“…This reduction in hierarchical structure, together with the increasing importance of informal interorganisational links, has meant that organisations are not only interacting economically but are tied together by factors that Storper (1995) describes as 'untraded interdependencies'. These links, which include sharing of practical experience, sharing of technical expertise, collective learning and market knowledge (see Keeble et al 1999, O'Donnell et al 2001, Overby & Min 2001, Tikkanen 1998 have been termed strategic alliances or networks and are based on relationships of trust and reciprocity.…”

“…While recent studies (Keeble et al 1999, O'Donnell et al 2001, Overby & Min 2001 stress the importance of informal interorganisational links, the definition of these links in the SME sector varies widely. As this study has as its focus SME strategic alliances with some form of governance (be they organisationally linked SMEs or businesses who have made use of SME associations), the definition provided by Achrol & Kotler (1999) is adopted, viz.…”

Effects of Network Capabilities on Firm Performance across Cultures

“…Being a member of a business network allows a firm to concentrate on competencies for which a specialization is given and to outsource other activities to business partners. A firm with a network orientation can benefit from the complementary resources of its partners and at the same time keep its internal unique resources, which will enable the firm to achieve its internal strategic goals [Overby, Min, 2001 cited in Kenny, 2009, p. 162].…”