Outsourcing congruence with competitive priorities: Impact on supply chain and firm performance

Abstract

The growth of outsourcing has led outsourcing strategies to become an increasingly important component of firm success (Gottfredson et al., 2005). While the purported goal of outsourcing in supply chains is to derive a competitive advantage, it is not clear whether the outsourcing decisions of firms are always strategically aligned with their overall competitive strategy. In this paper we evaluate the degree of congruence (fit or alignment) between a firm's outsourcing drivers and its competitive priorities and assess the impact of congruence on both supply chain performance and business performance, using empirical data collected from manufacturing business units operating in the United States. We find outsourcing congruence across all five competitive priorities to be positively and significantly related to supply chain performance. We also find the level of supply chain performance in a firm to be positively and significantly associated with the firm's business performance.

Green and lean sustainable development path in China: Guanxi , practices and performance

“…The relations impacts were investigated through carrying out a process applied in the earlier studies (Mathieu et al, 1992;Rapp et al, 2006;Cortina et al, 2001;Lewin and Sager, 2009;Kroes and Ghosh, 2010;Cheng, 2011).…”

“…To approximate model parameters with the co-variance matrix as data input, maximum likelihood (ML) estimation was performed. The process follows prior researches, which has been described as being well suited to theory development and testing (Kroes and Ghosh, 2010;Cheng, 2011;Anderson and Gerbing, 1988). The addition of the relations between the guanxi and organizational performance elevates the R 2 by the value of 0.156 (see Table 7).…”

Effect of outsourcing strategies on the performance of small and medium scale enterprises (SMEs)

“…The reason behind this is that outsourcing reduces business costs (Yalokwu, 2006;Dominguez, 2006;Kroes, J.R. and S. Ghosh, 2010). Organizations may choose to outsource with certain business aims in mind.…”

Estratégias de Produção e a Relação com a Prática de Inovação Tecnológica

“…Quando se determinam as prioridades competitivas decide-se a quantidade de tempo e recursos que a organização investe nas várias áreas de decisão (Kroes & Gosh, 2010). Segundo Jabbour e Alves (2010), as dimensões das prioridades competitivas variam de pesquisa para pesquisa no entanto uma busca na literatura aponta que as predominantes são custo, entrega, flexibilidade e qualidade, percebe-se ainda na literatura que alguns autores (Dangayach & Deshmukh, 2000Robb & Xie, 2001;Theodorou & Florou, 2008) inserem a inovação como uma das prioridades competitivas e/ou como um elemento central para aquisição de vantagens competitivas, embora tais autores considerem a inovação como uma prioridade competitiva o que muitas vezes se nota é a predominância da abordagem da inovação próxima aos conceitos retratados para a flexibilidade.…”