Home About us Contact
|
Home About us Contact | ||
|
|
||
Chain Integration (chain + integration)
Kinds of Chain Integration Selected AbstractsANGLES OF INTEGRATION: AN EMPIRICAL ANALYSIS OF THE ALIGNMENT OF INTERNET-BASED INFORMATION TECHNOLOGY AND GLOBAL SUPPLY CHAIN INTEGRATIONJOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 2 2010JÖRN-HENRIK THUN This paper investigates the relationship between the focus and implementation degree of Internet-based information technology (IT) applications and the scope and orientation of process-oriented integration in global supply chains. Using data from 205 plants, which were collected in conjunction with the High Performance Manufacturing project, the degree of supplier and customer integration and its match with the implemented IT instruments supporting interorganizational collaboration are investigated empirically. Different types of integration are differentiated from each other with the help of factor, percentile and cluster analyses. The focus and degree of IT integration is measured for each of the resulting groups and the alignment of both aspects is analyzed with the help of an approach referred to as the angles of integration. With respect to supply chain integration and IT implementation, the analysis of different integration strategies shows that most of the plants do not align their IT implementation with their supply chain strategy. The paper helps companies to evaluate the alignment of their use of IT techniques with their global supply chain management emphases. Additionally, possible reasons for a potential missmatch of functional strategies are discussed giving managers insights for dealing more effectively with a strategic alignment. Furthermore, it refines an existing framework for the comparison of different supply chain integration strategies and applies it with IT. Based on the angles of integration, the match of supply chain integration and IT is investigated by statistical analyses. [source] The Decision of the Supply Chain Executive to Support or Impede Supply Chain Integration: A Multidisciplinary Behavioral Agency Perspective,DECISION SCIENCES, Issue 4 2009Verónica H. Villena ABSTRACT Applying the behavioral agency model developed by Wiseman and Gomez-Mejia (1998), this article analyzes human resource factors that induce supply chain executives (SCEs) to make decisions that foster or hinder supply chain integration. We examine two internal sources (compensation and employment risk) and one external source (environmental volatility) of risk bearing that can make SCEs more reluctant to make the decision to promote supply chain integration. We argue and empirically confirm the notion that an employment and compensation system that increases SCE risk bearing reduces the SCE's willingness to make risky decisions and thus discourages supply chain integration. We also reveal that this negative relationship becomes stronger under conditions of high environmental volatility. In addressing the "so what?" question, we found empirical support for the hypothesis that supply chain integration positively influences operational performance. Even though this decision has a positive value for the firm, we showed that SCEs discourage supply chain integration when they face higher risk bearing. Hypotheses are tested using a combination of primary survey data and archival measures in a sample of 133 Spanish firms. [source] e-Integration in the Supply Chain: Barriers and Performance,DECISION SCIENCES, Issue 4 2002Markham T. Frohlich ABSTRACT Current opinion holds that Internet-based supply chain integration with upstream suppliers and downstream customers (called "e-integration" in this paper) is superior to traditional ways of doing business. This proposition remains untested, however, and similarly we know little about what are the upstream, internal, and downstream barriers to implementing e-integration. This paper empirically addressed these questions using data from a large single nation study, and found (1) a positive link between e-integration and performance, and (2) that internal barriers impeded e-integration more than either upstream supplier barriers or downstream customer barriers. Findings from this study contribute to our theoretical understanding of implementing change in contemporary supply chains, and have important implications for manufacturers interested in improving their supply chain's performance using the Internet. [source] ANGLES OF INTEGRATION: AN EMPIRICAL ANALYSIS OF THE ALIGNMENT OF INTERNET-BASED INFORMATION TECHNOLOGY AND GLOBAL SUPPLY CHAIN INTEGRATIONJOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 2 2010JÖRN-HENRIK THUN This paper investigates the relationship between the focus and implementation degree of Internet-based information technology (IT) applications and the scope and orientation of process-oriented integration in global supply chains. Using data from 205 plants, which were collected in conjunction with the High Performance Manufacturing project, the degree of supplier and customer integration and its match with the implemented IT instruments supporting interorganizational collaboration are investigated empirically. Different types of integration are differentiated from each other with the help of factor, percentile and cluster analyses. The focus and degree of IT integration is measured for each of the resulting groups and the alignment of both aspects is analyzed with the help of an approach referred to as the angles of integration. With respect to supply chain integration and IT implementation, the analysis of different integration strategies shows that most of the plants do not align their IT implementation with their supply chain strategy. The paper helps companies to evaluate the alignment of their use of IT techniques with their global supply chain management emphases. Additionally, possible reasons for a potential missmatch of functional strategies are discussed giving managers insights for dealing more effectively with a strategic alignment. Furthermore, it refines an existing framework for the comparison of different supply chain integration strategies and applies it with IT. Based on the angles of integration, the match of supply chain integration and IT is investigated by statistical analyses. [source] E-BUSINESS AND SUPPLY CHAIN MANAGEMENT: AN OVERVIEW AND FRAMEWORK,PRODUCTION AND OPERATIONS MANAGEMENT, Issue 4 2002M. ERIC JOHNSON The web is having a significant impact on how firms interact with each other and their customers. Past stumbling blocks for supply chain integration such as high transaction costs between partners, poor information availability, and the challenges of managing complex interfaces between functional organizations are all dissolving on the web. In this paper, we examine how the web is changing supply chain management. We present a survey of emerging research on the impact of e-business on supply chain management including descriptive frameworks, analytical models, empirical analysis, and case studies. We classify the work into three major categories: e-commerce, e-procurement, and e-col-laboration. [source] Success Factors in New Ventures: A Meta-analysis,THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 1 2008Michael Song Technology entrepreneurship is key to economic development. New technology ventures (NTVs) can have positive effects on employment and could rejuvenate industries with disruptive technologies. However, NTVs have a limited survival rate. In our most recent empirical study of 11,259 NTVs established between 1991 and 2000 in the United States, we found that after four years only 36 percent, or 4,062, of companies with more than five full-time employees, had survived. After five years, the survival rate fell to 21.9 percent, leaving only 2,471 firms still in operation with more than five full-time employees. Thus, it is important to examine how new technology ventures can better survive. In the academic literature, a number of studies focus on success factors for NTVs. Unfortunately, empirical results are often controversial and fragmented. To get a more integrated picture of what factors lead to the success or failure of new technology ventures, we conducted a meta-analysis to examine the success factors in NTVs. We culled the academic literature to collect data from existing empirical studies. Using Pearson correlations as effect size statistics, we conducted a meta-analysis to analyze the findings of 31 studies and identified the 24 most widely researched success factors for NTVs. After correcting for artifacts and sample size effects, we found that among the 24 possible success factors identified in the literature, 8 are homogeneous significant success factors for NTVs (i.e., they are homogeneous positive significant metafactors that are correlated to venture performance): (1) supply chain integration; (2) market scope; (3) firm age; (4) size of founding team; (5) financial resources; (6) founders' marketing experience; (7) founders' industry experience; and (8) existence of patent protection. Of the original 24 success factors, 5 were not significant: (1) founders' research and development (R&D) experience; (2) founders' experience with start-ups; (3) environmental dynamism; (4) environmental heterogeneity; and (5) competition intensity. The remaining 11 success factors are heterogeneous. For those heterogeneous success factors, we conducted a moderator analysis. Of this set, three appeared to be success factors, and two were failure factors for subgroups within the NTVs' population. To facilitate the development of a body of knowledge in technology entrepreneurship, this study also identifies high-quality measurement scales for future research. The article concludes with future research directions. [source] | ||||||||||