The role of relative absorptive capacity in improving suppliers' operational performance

Nagati, Haithem; Rebolledo, Claudia

doi:10.1108/01443571211226515

Cited by 48 publications

(55 citation statements)

References 76 publications

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“…Therefore, it is essential to determine how companies employ organizational routines to draw out this external knowledge. Although most authors agree on the value of the knowledge situated in relationships with customers, few companies manage to fully exploit this externally disseminated knowledge (Nagati & Rebolledo, ). Zhang () argued that customer knowledge based on Orlikowski () theory is deeply embedded in the context of human actors, technology, and institutional properties.…”

Section: Resultsmentioning

confidence: 99%

Customer knowledge management antecedent factors: A systematic literature review

Khosravi

Hussin

2018

Knowl Process Manag

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Customer knowledge (CK) is recognized as a critical organizational resource that provides competitive advantage. Capability of absorbing, sharing, and applying CK can be a challenge for organizations. Human, Organizational, and Technological conditions that facilitate CK management (CKM) are vital capabilities for organizations. This article intends to delve into the world of CKM by appraising and scrutinizing the present state of research and extracting organizational, individual, and technological CKM precursor factors. On the basis of a systematic literature review, this study gathers, integrates, and scrutinizes 66 papers pertaining to CKM precursor factors published during the period 2003–2016 on seven databases by adhering to a predefined review convention. The chosen articles have been appraised so as to mine pertinent information on a series of research questions. We noted a general rise in the number of related papers in the last 8‐year period. Selected articles have investigated CKM in 14 different contexts and 19 different countries. The result of extracting CKM antecedent factors shows that “Customer‐Centric Culture,” “Collaboration System,” and “CRM Technology Infrastructure” have the most frequency in the literature. However, “Intellectual Property,” “Program Champion,” and “Trust” are less iterative factors. Therefore, companies and researchers can use the result of this research for developing Human, Organization, and Technological capabilities in order to implement CKM successfully.

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Section: Resultsmentioning

confidence: 99%

Customer knowledge management antecedent factors: A systematic literature review

Khosravi

Hussin

2018

Knowl Process Manag

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“…To provide customized products with low costs, Chinese manufacturers need knowledge about local customer demands and how to optimize supply chains; therefore, customers and suppliers become very important sources of knowledge (Hult et al, 2004). In addition, Chinese manufacturers must localize product features by changing the designs of foreign products, and adjust manufacturing processes accordingly, 23 which rely on knowledge assimilation and application. Therefore, AC plays a critical role for Chinese manufacturers to imitate foreign products and mass customize them to satisfy local views of AC, this study conceptualizes and measures AC using both relationship-specific and firm-level components that truly assess the multidimensional nature of AC.…”

Section: Measurement Modelmentioning

confidence: 99%

Absorptive capacity and mass customization capability

Zhang

Zhao

Lyles

et al. 2015

International Journal of Operations &Amp; Production Management

112

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PurposeThe purpose of this paper is to investigate the effects of a manufacturer's absorptive capacity (AC) on its mass customization capability (MCC). Design/methodology/approachThe authors conceptualize AC within the supply chain context as four processes: knowledge acquisition from customers, knowledge acquisition from suppliers, knowledge assimilation, and knowledge application. The authors then propose and empirically test a model on the 2 relationships among AC processes and MCC using structural equation modeling and data collected from 276 manufacturing firms in China. FindingsThe results show that AC significantly improves MCC. In particular, knowledge sourced from customers and suppliers enhances MCC in three ways: directly, indirectly through knowledge application, and indirectly through knowledge assimilation and application. The study also finds that knowledge acquisition significantly enhances knowledge assimilation and knowledge application, and that knowledge assimilation leads to knowledge application. Originality/valueThis study provides empirical evidence of the effects of AC processes on MCC. It also indicates the relationships among AC processes. Moreover, it reveals the mechanisms through which knowledge sourced from customers and suppliers contributes to MCC development, and demonstrates the importance of internal knowledge management practices in exploiting knowledge from supply chain partners. Furthermore, it provides guidelines for executives to decide how to manage supply chain knowledge and devote their efforts and resources in absorbing new knowledge for MCC development.

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“…() also echo that knowledge similarity makes knowledge absorption easier due to knowledge cumulativeness and path dependency. Further, Nagati and Rebolledo () suggest the positive link between a supplier's overlapping knowledge and its operational performance in buyer–supplier relationships, but fail to find sufficient evidence to support this contention.…”

Section: Theoretical Developmentmentioning

confidence: 99%

When Buyer‐Driven Knowledge Transfer Activities Really Work: A Motivation–Opportunity–Ability Perspective

Kim

Hur

Schoenherr

2015

J Supply Chain Manag

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While supplier development has become a prominent strategy, it has also been shown to not always be successful. We take a contingency perspective in the present research to investigate why this may be the case. Unlike most prior studies, we examine the issue from the viewpoint of the supplier as the recipient of buyer‐driven knowledge transfer, and assess factors that may attenuate or hamper its effect on the supplier's operational performance. We suggest, basing our arguments on the theoretical framework of motivation–opportunity–ability (MOA), that while buyer‐driven knowledge transfer activities provide an opportunity for enhancing the supplier's operational performance, the degree to which this opportunity is realized depends upon both the relative absorptive capacity (ability), as well as the supplier's trust in the buyer, and the supplier's innovativeness (motivation). Specifically, we theorize that the supplier's perceived overlapping knowledge and its perceived cognitive congruence with the buyer (reflective of the supplier's relative absorptive capacity) and the supplier's trust in the buyer serve as positive moderators, and the supplier's own innovativeness as a negative moderator. We assess these hypotheses within a unique context, namely that of small‐ and medium‐sized suppliers of large South Korean conglomerates (so‐called chaebols), using hierarchical linear modeling. Our findings extend the academic literature in supplier development by providing insight into important contingencies influencing the effectiveness of buyer‐driven knowledge transfer activities for improved operational performance of suppliers, based on the MOA framework, and offer valuable lessons for practitioners in crafting more effective supplier development strategies.

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The role of relative absorptive capacity in improving suppliers' operational performance

Cited by 48 publications

References 76 publications

Customer knowledge management antecedent factors: A systematic literature review

Customer knowledge management antecedent factors: A systematic literature review

Absorptive capacity and mass customization capability

When Buyer‐Driven Knowledge Transfer Activities Really Work: A Motivation–Opportunity–Ability Perspective

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