Interorganizational Alignment of Strategic Orientations in Supply Chains

Abstract

This study argues that Market Orientation, Learning Orientation, Innovation Orientation and Relationship Orientation provide synergic effects to organizations in organizational and interorganizational levels. Two theoretical frameworks are presented in this theoretical essay. The first one considers the organizational level. The second one is regarded to interorganizational relations. This study argues that actors might improve their results and increase joint performance through a strategic alignment along a supply chain. Besides, network features like positioning, structural holes and density might impact on joint performance achieved through this strategic alignment. Thus, this study suggests that Learning Orientation in a competitive environment might harm joint performance, considering that some actors might act opportunistically defending their knowledge acquisition. Future studies should be focused on issues like open innovation, opportunistic behavior and network structures.

Strategic information sharing in Australian fresh produce chains

“…The changing business models means competition is now between chains in which individual firms participate, rather than between individual firms (Horvath 2001;McCarthy & Golicic 2005;Wu et al 2014;Kumar et al 2015). Therefore, the individual firm's ability to develop and maintain a sustainable competitive advantage is dependent on the chains in which they participate (Erhun & Keskinocak 2011;Abbade 2016).…”

“…More recently, it has been linked with supply chains (Perez-Franco et al 2016), and increasingly it is recognised to create a competitive advantage it requires consistency along the entire supply chain (Ahmed & Rafiq 1992). Developing a chain strategy requires understanding of the consumer through segmentation, supply chain capabilities and market dynamics to present different consumers with different strategies (Kohlberger et al 2012;Abbade 2016).…”