The Interaction of Internal and Downstream Integration and Its Association With Performance

Germain, Richard; Iyer, Karthik N. S.

doi:10.1002/j.2158-1592.2006.tb00216.x

Cited by 219 publications

(238 citation statements)

References 11 publications

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“…It was also the most contributing practice that affected SC efficiency. Our results consistent with other studies that pointed to the key role of internal integration for superior SC performance (e.g., Germain & Iyer, 2006;Droge et www.ccsenet.org/ibr International Business Research Vol. 7, No.…”

Section: Resultssupporting

confidence: 92%

The Impact of Supply Chain Management Practices on Supply Chain Performance in Jordan: The Moderating Effect of Competitive Intensity

Abdallah¹,

Obeidat²,

Aqqad³

2014

IBR

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The purpose of this study is to test the impact of supply chain management practices on supply chain performance in terms of supply chain efficiency and supply chain effectiveness. Additionally, we investigate the moderating effect of competitive intensity on the relationship between supply chain management practices and supply chain performance. Data for this research were collected from 104 manufacturing companies in Jordan. Hierarchical regressions were used to test the hypothesized relationships. The results indicate that three supply chain management practices, internal integration, information sharing, and postponement, but not supplier integration and customer integration, significantly and positively affect supply chain efficiency performance. Competitive intensity moderates the relationship between each of internal integration, supplier integration, and customer integration, and supply chain efficiency performance. The results also show that three supply chain management practices, internal integration, customer integration, and postponement, but not supplier integration and information sharing, significantly and positively affect supply chain effectiveness performance. Competitive intensity moderates the relationship between each of customer integration and information sharing, and supply chain effectiveness performance.

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Section: Resultssupporting

confidence: 92%

The Impact of Supply Chain Management Practices on Supply Chain Performance in Jordan: The Moderating Effect of Competitive Intensity

Abdallah¹,

Obeidat²,

Aqqad³

2014

IBR

View full text Add to dashboard Cite

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“…Previous studies have only partially studied this relationship, as they tested the impact of SCM as an unidimensional construct on a multidimensional operational performance (Fynes et al, 2005;Shin et al, 2000) or the impact of the SCM on different competitive priorities (Carr & Kaynak, 2007;Droge et al,. 2004;Germain & Iyer, 2006;Vickery et al, 2003). Findings suggested that SCM impacted positively the operational performance as a whole and all the competitive priorities, providing support for the cumulative capabilities perspective.…”

Section: Discussionmentioning

confidence: 81%

Supply Chain Management measurement and its influence on Operational Performance

Miguel

Brito

2011

JOSCM

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This paper empirically confirmed a positive relationship between Supply Chain Management (SCM) and operational performance. A measurement model of the SCM construct was developed. Operational performance was conceptualized using competitive priorities literature with four dimensions: cost, quality, flexibility and delivery. Structural equation modeling was used to analyze a sample of 103 companies, in Brazil. Results showed positive effects of SCM on all performance dimensions, offering further support for the cumulative capabilities perspective. We also found evidence of an operational competence construct mediating the effect of SCM on performance, supported conceptually by the resource-based and relational views of strategy.

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“…Some authors found there is no direct relationship between internal integration and the operational performance of the manufacturer (Koufteros et al 2005;Gimenez and Ventura 2005); others found that there is a positive relationship between the internal integration and the operational performance, including the performance on process efficiency (Saeed et al 2005) and logistics service (Stank et al 2001;Germain and Iyer 2006).…”

Section: Relationship Of Sci To Opmentioning

confidence: 99%

From Supply Chain Integration to Operational Performance: The Moderating Effect of Market Uncertainty

Lü

Ding

Paul

2017

Glob J Flex Syst Manag

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This research examines the moderating effect of market uncertainty on the causal effects from supply chain integration to operational performance of a typical supply chain. Based on an extensive and critical literature review, two exploratory conceptual hypotheses have been developed for the non-linear relationship between the supply chain integration and operational performance of the original equipment manufacturer; and how may that relationship be moderated by a specific construct of market uncertainty. Empirical survey instrument has been designed and applied to gather the data from a wide spectrum of automotive industry in China. Confirmative factor analysis and threshold regression analysis were used as the primary research methodology to test the hypotheses. We find strong support to the hypotheses from the empirical evidence, which leads to the finding that the relationship between the supply chain integration and operational performance is 'non-linear', and the 'non-linearity' can be significantly moderated by the market uncertainty as one of the key environmental factors for the supply chain. This study extends the current literature by contributing for the first time the discussion of an analytical model that represents the causal effects from supply chain integration to its operational performance with respect to the market uncertainty as a moderating factor.Key words: Automotive industry; market uncertainty; operational performance; supply chain integration; supply chain management. IntroductionResearchers have long articulated the necessity of a close integration between manufacturers and their suppliers and customers in attempt to deliver the supply chain's optimum performance (Tavakoli et al. 2012; Flynn et al. 2010;Turkulainen and Ketokivi 2012;Zhao et al. 2013;Huang et al. 2014;Prajogo et al. 2015). The degree of interactions between the participating member of the supply chain and the appropriate inter-relationship postures have 2 become the widely acknowledged key enablers for supply chain success (Tyagi, et al., 2015).Supply chain integration and its processes that help to develop high level collaboration and partnership with supplier and buyer have been regarded as the undisputable factors for supply chain success (Droge et al. 2012;Wilden et al. 2013;). However, with the increased supply chain complexity and sprawling global diversity over the last decade, there has been a call to rethink the universal necessity as well as the theoretical validity of supply chain integration (SCI) under the renewed business environment in respect to its highly acclaimed contribution to the supply chain's competitive performance (Lambert and Cooper 2000;Asian et al. 2009;Liu and Cruz 2012;Huang et al. 2014;D. I. Prajogo et al. 2015;Sharifkhani et al. 2016; Somarin et al. 2017(a)).We argue that it is far from being certain that the level of the SCI integration will always be positively correlated with the optimum performance (Graham et al. 2005;Wook Kim 2006; Kim 2009). However, evidently, many p...

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The Interaction of Internal and Downstream Integration and Its Association With Performance

Cited by 219 publications

References 11 publications

The Impact of Supply Chain Management Practices on Supply Chain Performance in Jordan: The Moderating Effect of Competitive Intensity

The Impact of Supply Chain Management Practices on Supply Chain Performance in Jordan: The Moderating Effect of Competitive Intensity

Supply Chain Management measurement and its influence on Operational Performance

From Supply Chain Integration to Operational Performance: The Moderating Effect of Market Uncertainty

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