Sales–distribution interfunctional climate and relationship effectiveness

Kahn, Kenneth B.; Reizenstein, Richard C.; Rentz, Joseph O.

doi:10.1016/s0148-2963(03)00015-8

Cited by 14 publications

(10 citation statements)

References 38 publications

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“…Rodriguez, Perez, and Gutierrez (2005) as well as Meunier-FitzHugh and Piercy (2006) consider interfunctional communication as an antecedent of collaboration, as well as of performance (Biemans et al, 2010;Hitt, Hoskisson, & Nixon, 1993;Kahn, Reizenstein, & Rentz, 2004). Empirically these studies were able to support the impact of interactions on collaboration, and of collaboration on performance, but not the effect of interactions on performance (Kahn & Mentzer, 1998).…”

Section: Antecedents Of Marketing-purchasing Collaborationmentioning

confidence: 94%

Understanding the role of marketing–purchasing collaboration in industrial markets: The case of Russia

Smirnova

Henneberg

Ashnai

et al. 2011

Industrial Marketing Management

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Section: Antecedents Of Marketing-purchasing Collaborationmentioning

confidence: 94%

Understanding the role of marketing–purchasing collaboration in industrial markets: The case of Russia

Smirnova

Henneberg

Ashnai

et al. 2011

Industrial Marketing Management

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“…Internal to a firm, relationship effectiveness focuses on the productivity of the interactions between different functions (Fisher, Maltz, and Jaworski 1997) and the ease of communication and cooperation between the functions (Kahn, Reizenstein, and Rentz 2004). Relationship effectiveness in interfirm relationships has also been linked to communications (Stoel 2002).…”

Section: Operational Outcomes and Relational Outcomesmentioning

confidence: 99%

An Analysis of Supply Chain Collaborations and Their Effect on Performance Outcomes

Zacharia

Nix

Lusch

2009

J of Business Logistics

213

245

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This research examined how operational outcomes, relational outcomes and business performance are affected by a collaboration project between buyers and suppliers in a supply chain. It is hypothesized that interdependence of knowledge and process, supply chain partner insight, and the level of collaboration between the firms affect the outcomes of a collaboration project. Survey data from buyers and suppliers from a wide range of industries and organizations were used in this analysis. Among these participants, higher levels of collaboration led to improvements in operational and relational outcomes, which together led to improvements in asset utilization, competitive position, organizational performance, and profitability.

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“…Objectives of logistics functions include increased product availability, short order cycle times, and dependable and flexible channel operations (Kahn et al. ). Yet, DSP also depends on the decisions and activities that are part of the production function's domain and lead to sequential interdependence between production and logistics.…”

Section: Hypotheses Developmentmentioning

confidence: 99%

“…The capability of achieving production and logistics integration will only yield value if DSP depends on both functions. Often DSP is considered the responsibility of logistics units, because they are in charge of the decisions and processes concerning the flow of products to customers (Kahn et al 2004). Objectives of logistics functions include increased product availability, short order cycle times, and dependable and flexible channel operations (Kahn et al 2004).…”

Section: Linking Achieved Integration and Dspmentioning

confidence: 99%

“…Often DSP is considered the responsibility of logistics units, because they are in charge of the decisions and processes concerning the flow of products to customers (Kahn et al 2004). Objectives of logistics functions include increased product availability, short order cycle times, and dependable and flexible channel operations (Kahn et al 2004). Yet, DSP also depends on the decisions and activities that are part of the production function's domain and lead to sequential interdependence between production and logistics.…”

Section: Linking Achieved Integration and Dspmentioning

confidence: 99%

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Improving Distribution Service Performance Through Effective Production and Logistics Integration

Springinklee

Wallenburg

2012

J of Business Logistics

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Current empirical research on logistics' relationships with other departments has mostly neglected the interface with production. On the basis of data from 387 manufacturing companies, we answer a recent call for research and extend the literature by examining effective working relationships and achieved integration between the production and logistics functions regarding their performance impacts and their antecedents. With respect to the former, we take a resource‐based perspective, showing that integration achieved between the production and logistics functions drives distribution service performance by serving as a pivotal capability element in the resource–capability–value chain. Within this chain, effective working relationships constitute the underlying resources and prove to be a strong driver of achieved integration. With respect to antecedents, we employ the theory of cooperation and competition and identify positive goal interdependence to substantially improve working relationships between production and logistics. Furthermore, we find this effect to be amplified via formalized performance measurement systems.

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Sales–distribution interfunctional climate and relationship effectiveness

Cited by 14 publications

References 38 publications

Understanding the role of marketing–purchasing collaboration in industrial markets: The case of Russia

Understanding the role of marketing–purchasing collaboration in industrial markets: The case of Russia

An Analysis of Supply Chain Collaborations and Their Effect on Performance Outcomes

Improving Distribution Service Performance Through Effective Production and Logistics Integration

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