An Empirical Assessment of Absorptive Capacity Configurations in Supply Chains

2010 ◽  
Author(s):  
Elena Revilla ◽  
M.J. Saenz ◽  
D. Knoppen
Keyword(s):  
Supply Chains ◽  
Absorptive Capacity ◽  
Empirical Assessment

scholarly journals THE EFFECT OF INTERNAL COST MANAGEMENT, INTEGRATION OF EXTERNAL AND INTERNAL INFORMATION SYSTEMS, AND FIBER CAPACITY ON INTER-ORGANIZATIONAL COST MANAGEMENT IN SUPPLY CHAINS (Empirical Studies in Manufacturing Companies in The Province of Banten)

2020 ◽  
Vol 5 (1) ◽  
pp. 89-97
Author(s):  
Gugun Gunawan
Keyword(s):  
Supply Chains ◽  
Absorptive Capacity ◽  
Structural Equation ◽  
Cost Management ◽  
Theory And Practice ◽  
Equation Modeling ◽  
Management Approach ◽  
Manufacturing Companies ◽  
Electronic Integration ◽  
Organizational Costs

Inter-organizational cost management is a strategic cost management approach to managing costs that span organizational boundaries in supply chains. Drawing on the resourcebased view of the firm, we develop a model to predict which inter-related resources might enable companies to manage inter-organizational costs. We test this model using a survey of managerial accountants whose organizations are part of a supply chain. Using structural equation modeling, we conclude that the resources of internal electronic integration, external electronic integration, internal cost management, and absorptive capacity play significant direct and indirect roles in the development of an inter-organizational cost management (IOCM) resource. We find that these resources are inter-related and together are useful in enabling companies to ultimately benefit from managing inter-organizational costs. We find in particular the importance of relational resources associated with absorptive capacity in the development of an IOCM resource. Our research contributes to theory and practice by explaining how specific resources can be combined in allowing companies to better manage inter-organizational costs. Data were analyzed using SEM with the aid SmartPLS software version 3.0

Examining Absorptive Capacity in Supply Chains: Linking Responsive Strategy and Firm Performance

2015 ◽  
Vol 51 (4) ◽  
pp. 3-28 ◽  
Author(s):  
David D. Dobrzykowski ◽  
Rudolf Leuschner ◽  
Paul C. Hong ◽  
James J. Roh
Keyword(s):  
Firm Performance ◽  
Supply Chains ◽  
Absorptive Capacity

Enhancing effects of supply chain resilience: insights from trajectory and resource-based perspectives

2017 ◽  
Vol 22 (4) ◽  
pp. 329-340 ◽  
Author(s):  
Jao-Hong Cheng ◽  
Kuo-Liang Lu
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Coping Strategies ◽  
Absorptive Capacity ◽  
Structural Equation ◽  
Equation Modeling ◽  
Research Model ◽  
Organizational Relationships ◽  
Content Type ◽  
Supply Chain Resilience

Purpose This paper aims to examine the operating frontier, trajectory and absorptive capacity influencing proactive and reactive dimension of supply chain resilience and implementation in inter-organizational relationships. Design/methodology/approach This paper presents a research model comprises six research hypotheses with five constructs, including trajectory, absorptive capacity, operating frontier, proactive and reactive dimension of supply chain resilience. The hypotheses are tested on data collected from 297 senior managers of Taiwanese manufacturing firms, using structural equation modeling. Findings The study provides insights into how supply chain members can reinforce their operating frontier, trajectory and absorptive capacity activities to improve proactive and reactive dimension of supply chain resilience. Research limitations/implications The resultant findings cannot be generalized for all forms of supply chains, as they exclusively reflect those in Taiwan. With the research model developed, cross-industrial studies on various forms of supply chains would be worth conducting to investigate whether their inter-relationship effects differ in relation to inter-organizational supply chain resilience. Practical implications This study provides multiple insights for managers and practices seeking to improve inter-organizational supply chain resilience, which have become increasingly popular because their factors enhance coping strategies to achieve corporate goals. The proactive and reactive dimension of supply chain resilience can be effectively improved by enhancing trajectory, absorptive capacity and operating frontier. Originality/value This empirical research attempted to fill the gaps created by trajectory and resource-based perspectives in inter-organizational supply chain resilience. This study reveals how supply chain members can reinforce the factors of their coping strategies (i.e. operating frontier, trajectory and absorptive capacity) to make significant improvements, which is not dealt with in previous studies.

Enterprise Risk Management as a Strategic Governance Mechanism in B2B-Enabled Transnational Supply Chains

2012 ◽  
Vol 26 (1) ◽  
pp. 51-76 ◽  
Author(s):  
Vicky Arnold ◽  
Tanya S. Benford ◽  
Clark Hampton ◽  
Steve G. Sutton
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Supply Chains ◽  
Absorptive Capacity ◽  
Enterprise Risk Management ◽  
Global Supply Chains ◽  
Governance Mechanism ◽  
Business Risk ◽  
Global Business ◽  
Enterprise Risk

ABSTRACT As organizations increasingly face the need to compete for market share by building highly integrated global supply chains, governance of these complex relationships becomes a major strategic challenge. Research reporting high failure rates for collaborative alliances with supply chain partners makes formation of global supply chains a high-risk venture. This study examines the influence of strategic enterprise risk management (ERM) processes on improving supply chain capability while mitigating risks. ERM has become a major strategic management focus, and researchers suggest this momentum arises from the need for governance mechanisms that counter the ineffectiveness of government intervention and cooperation in cross-border relationships. We survey 207 organizations on their perceptions of their own ERM processes and a specific supply chain partner's absorptive capacity, B2B e-commerce business risk, and the global business risk associated with that partner relationship. The results support theorized relationships positing that stronger ERM promotes higher levels of partner absorptive capacity, lower B2B risk, and lower associated global business risk. Results further show that associated global business risk is reduced through managing and controlling partner absorptive capacity and B2B risk. Additional analyses show that stronger ERM is associated with partners being from countries with cultural traits conducive to strong supply chain performance.

An online cost allocation model for horizontal supply chains

2021 ◽  
Vol 122 ◽  
pp. 102888
Author(s):  
Han Zou ◽  
Maged M. Dessouky ◽  
Shichun Hu
Keyword(s):  
Supply Chains ◽  
Cost Allocation ◽  
Allocation Model

An Empirical Assessment of Post-Burlington Claims of Retaliation in Employment

2011 ◽  
Author(s):  
Elizabeth Grozman ◽  
Anne Marie D. Haddock ◽  
Lindsey M. Lee ◽  
Lisa S. Moore ◽  
Amy Gammon ◽  
...  
Keyword(s):  
Empirical Assessment
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