The Structure of Absorptive Capacity in Three Product Development Strategies

Skilton, Paul F.; Bernardes, Ednilson; Mei, Li; Creek, Steven A.

doi:10.1111/jscm.12223

Cited by 11 publications

(7 citation statements)

References 83 publications

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“…While many of the articles in this review did not include any control variables, we found several others that did. For example, several scholars include firm size (e.g., Bag et al, 2020; Camisón & López, 2010; Camisón & Puig‐Denia, 2016; Dubey et al, 2021; Ehrgott et al, 2013; Kristal et al, 2010; Mitrega et al, 2017; Shafiq et al, 2020) and firm age (e.g., Bag et al, 2020; Bag, Dhamija, et al, 2021; Camisón & López, 2010; Camisón & Puig‐Denia, 2016; Mitrega et al, 2017; Skilton et al, 2020) in their models based on the rationale that firms with more revenue and/or employees have greater access to resources and older firms have a greater accumulation of resources. When assessing the capabilities‐performance relationship, researchers can enhance the validity of research and minimize the potential confounding effects by including relevant, theoretically meaningful control variables beyond the frequently included controls mentioned in this review.…”

Section: Discussion Of Findingsmentioning

confidence: 99%

Capability bundling for effective supply chain management: An integrative framework and research agenda

Madhavaram

Manis

Rashidi-Sabet

et al. 2022

J of Business Logistics

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Effective supply chain management (SCM) capabilities are critical to the success of organizations. Although research over the past three decades (i) firmly establishes that SCM plays a significant role in corporate strategy, (ii) either suggests and/or finds strong positive results for the impact of different types of SCM capabilities on firm performance, and (iii) indicates that intra-firm and inter-firm capabilities are central to the effectiveness of SCM, how firms come to have the SCM capabilities stays somewhat underexplored. Therefore, to understand how firms can bundle effective SCM capabilities, we (i) develop a brief overview of capabilities research, (ii) use the subprocesses of capability bundling-stabilizing (building), enriching (developing), and pioneering (creating)-as a framework for reviewing SCM research, (iii) review 236 articles from 66 journals to develop an integrative framework of capability bundling for SCM effectiveness, (iv) discuss the findings from the review for SCM capability bundling, and (v) delineate a comprehensive research agenda that provides specific insights into how firms can come to have SCM capabilities for competitive advantages in the marketplace. In doing so, we hope to initiate a silobreaking, cross-disciplinary research program on how firms bundle capabilities for competitive advantages. K E Y W O R D San integrative framework of capability bundling for supply chain management (SCM) effectiveness, capability building, capability bundling, dynamic SCM capabilities, supply chain management (SCM) capabilities Article identification Journal selectionWe conducted a review of capabilities research within the SCM-related journals included in prior SCM review articles (

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Section: Discussion Of Findingsmentioning

confidence: 99%

Capability bundling for effective supply chain management: An integrative framework and research agenda

Madhavaram

Manis

Rashidi-Sabet

et al. 2022

J of Business Logistics

View full text Add to dashboard Cite

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“…Skilton et al. (2020) extend the theory of competition network, contending that firms’ exposure to competitive networks and their network positions determine the amount of knowledge and other resources firms can access. Specifically, firms’ central position in the competition network and the exposure to diverse competitive ties provide firms with competitive information, which is a valuable resource in obtaining competitive advantages.…”

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

“…Second, this study extends the social network theory by examining antecedents to an entry decision into a new collaboration network in the healthcare setting. Lastly, to the best of our knowledge, this study is one of the first to examine competition network characteristics (Skilton & Bernardes, 2015;Skilton et al, 2020) in relation to network entry decisions. As such, we expand the scope of scholarship on competition networks.…”

Section: Introductionmentioning

confidence: 99%

“…In addition, we integrate the social network perspective as a complementary theoretical lens. Social network theory emphasizes the importance of network position in collaboration networks (Bellamy et al., 2014; Koka & Prescott, 2002) and competition networks (Skilton & Bernardes, 2015; Skilton et al., 2020) for firms’ resources or access to resources. Social network theory is therefore relevant to this study because it sheds light on hospitals' network environment and has been suggested to complement resource dependence theory (Hillman et al., 2009).…”

Section: Introductionmentioning

confidence: 99%

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Examining network entry decisions in healthcare: Network and organizational characteristics

Yan

et al. 2023

Decision Sciences

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Accountable Care Organizations (ACOs) are healthcare collaboration networks comprised of hospitals and other healthcare providers. The motivation behind the formation of ACOs is to improve the quality of care while reducing healthcare costs. Despite these commendable goals, hospitals’ participation in ACOs remains low; the most significant barrier being the risk associated with joining. Our research tackles this timely and potentially impactful topic by exploring factors that facilitate hospitals' ACO entry decisions. We apply resource dependence theory to explain that competition network characteristics, organizational network characteristics, and internal organizational characteristics mitigate hospitals’ financial risk and are therefore critical to ACO participation. Using survival analysis, we test our research hypotheses using longitudinal data from 3114 hospitals. Our findings suggest that hospitals with a high level of competition network centrality are more likely to join an ACO, while hospitals with a high level of competition network tie diversity are less likely to join. In addition, hospitals with experience in joining other healthcare networks, such as Regional Healthcare Information Organizations, or belonging to a large parent group, are inclined to enter an ACO. Lastly, hospitals with a high level of unabsorbed slack are prone to ACO participation. Given that knowledge of hospitals’ participation in ACOs is lacking, this research is relevant for practitioners in the US healthcare industry. Specifically, it provides insights for hospital administrators on the critical resources that need to be strengthened before joining an ACO. Our findings also provide practical guidance for healthcare policy makers on how to profile, target, and efficiently promote ACO participation among hospitals.

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“…The implications for the extended supply chain network are still poorly understood. This is especially true if we consider the supply network as a complex adaptive system (Choi et al 2001; Pathak et al 2007; Nair et al 2009; Skilton et al 2020) in that suppliers, as adaptive agents, learn as they respond to changes in the environment. A financial squeeze from the buyer firm could cause complex nonbinary and nonlinear reactions as it propagates through the adaptive agents located at various locations of the supply network (Pathak et al 2007; Bode and Wagner 2015).…”

Section: Introductionmentioning

confidence: 99%

Out of Sight, out of Mind? Modeling the Impacts of Financial Squeeze on Extended Supply Chain Networks

Mei

Alam

Bernardes

et al. 2021

J of Business Logistics

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Firms increasingly put financial pressure on their suppliers, also called squeezing. Suppliers react and adapt to financial squeeze as autonomous agents, causing complex ripple effects across the extended supply chain network. To capture intertwined and highly interactive effects among suppliers, we use agent‐based models. We explore the impact of financial squeeze on supply chain network structure and operational outcomes. Results suggest that financial squeeze affects the stability of the supply chain network and the effect varies depending on the location of the suppliers. Firms located at the bottom of the supply chain network suffer most from financial squeeze, and the magnitude of the effect increases as one goes further upstream. In addition, as existing suppliers exit the network and new suppliers enter, three network archetypes (Empty Nest, TransitUp, and StableDown) emerge. We identify the condition and operational consequences associated with these three archetypes. Our findings are informative to managers at buyer firms about the impacts of squeezing strategy on their extended supply chain partners, who often times are out of their immediate purview.

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The Structure of Absorptive Capacity in Three Product Development Strategies

Cited by 11 publications

References 83 publications

Capability bundling for effective supply chain management: An integrative framework and research agenda

Capability bundling for effective supply chain management: An integrative framework and research agenda

Examining network entry decisions in healthcare: Network and organizational characteristics

Out of Sight, out of Mind? Modeling the Impacts of Financial Squeeze on Extended Supply Chain Networks

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