Absorptive Capacity Configurations in Supply Chains: Gearing for Partner-Enabled Market Knowledge Creation

MIS Quarterly ◽  
2005 ◽  
Vol 29 (1) ◽  
pp. 145 ◽  
Author(s):  
Malhotra ◽  
Gosain ◽  
Sawy
Keyword(s):  
Supply Chains ◽  
Absorptive Capacity ◽  
Knowledge Creation ◽  
Market Knowledge

Moderated Multiple Regression of Absorptive Capacity Attributes and Deployment Outcomes

2010 ◽  
Vol 3 (2) ◽  
pp. 25-51 ◽  
Author(s):  
Rebecca Angeles
Keyword(s):  
Supply Chain ◽  
Absorptive Capacity ◽  
Knowledge Creation ◽  
Information Exchange ◽  
Process Integration ◽  
Operational Efficiency ◽  
Chain Process ◽  
It Infrastructure ◽  
Market Knowledge ◽  
Supply Chain Process

In this study, the author examines organizations’ perceptions of the importance of absorptive capacity attributes in the deployment of radio frequency identification (RFID) in a supply chain and their relationships with operational efficiency and market knowledge creation as moderated by information technology infrastructure integration and supply chain process integration. Data was collected using a survey questionnaire administered online to members of the Council of Supply Chain Management Professionals (CSCMP). Four proposed hypotheses were partially supported in this study. Both variables, IT infrastructure integration and supply chain process integration, moderate the relationships between three predictor variables, business process modularity, standard electronic business interfaces, and breadth of information exchange and the two dependent variables examined in this study, operational efficiency and market knowledge creation to a considerable extent. This study has clear implications for how decision makers affecting their firm’s supply chains should make a business case for robust IT elements that support both IT infrastructure integration and supply chain process integration.

Moderated Multiple Regression of Absorptive Capacity Attributes and Deployment Outcomes

2012 ◽  
pp. 25-48
Author(s):  
Rebecca Angeles
Keyword(s):  
Supply Chain ◽  
Absorptive Capacity ◽  
Knowledge Creation ◽  
Process Integration ◽  
Business Case ◽  
Operational Efficiency ◽  
Chain Process ◽  
It Infrastructure ◽  
Market Knowledge ◽  
Supply Chain Process

In this study, the author examines organizations’ perceptions of the importance of absorptive capacity attributes in the deployment of radio frequency identification (RFID) in a supply chain and their relationships with operational efficiency and market knowledge creation as moderated by information technology infrastructure integration and supply chain process integration. Data was collected using a survey questionnaire administered online to members of the Council of Supply Chain Management Professionals (CSCMP). Four proposed hypotheses were partially supported in this study. Both variables, IT infrastructure integration and supply chain process integration, moderate the relationships between three predictor variables, business process modularity, standard electronic business interfaces, and breadth of information exchange and the two dependent variables examined in this study, operational efficiency and market knowledge creation to a considerable extent. This study has clear implications for how decision makers affecting their firm’s supply chains should make a business case for robust IT elements that support both IT infrastructure integration and supply chain process integration.

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

The effect of foreign market knowledge on SME export performance: a study ofnon-traditional SMEs in Ghana

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aidatu Abubakari ◽  
Kwame Simpe Ofori ◽  
Henry Boateng ◽  
Koffi N’Da ◽  
Robert Ebo Hinson
Keyword(s):  
Multinational Corporations ◽  
Absorptive Capacity ◽  
Developing Economies ◽  
Export Performance ◽  
Foreign Market ◽  
Moderating Effect ◽  
Equation Modeling ◽  
Market Knowledge ◽  
Content Type ◽  
The Relationship

Purpose It is well documented in the extant literature that knowledge plays a crucial role in small and medium enterprise (SME) internationalization. Exporting SMEs from developing economies faces many challenges, including lack of knowledge about institutions in foreign markets, inadequate knowledge about foreign institutions and limited internationalization knowledge (IK). However, research on the export performance of SMEs has thus far focused on the internationalization strategies of multinational corporations. This study aims to explore the effect of foreign market knowledge on SME export performance. The authors also assessed the moderating effect of employee absorptive capacity in the knowledge-performance nexus. Design/methodology/approach The authors adopted a survey design to collect data from owners/managers of SMEs exporters in the Greater Accra region of Ghana. A total of 350 questionnaires were distributed based on convenience. Of this number, 257 usable responses were used in the final analysis. The authors tested the proposed model using partial least squares-structural equation modeling. Findings The findings show that the three types of foreign market knowledge tested in this study, namely, foreign institutional knowledge (FIK), foreign business knowledge and IK have positive and significant effects on SME exporters’ performance. It also shows that employees’ absorptive capacity affects the relationship between FIK and SME exporters’ performance. Originality/value The study demonstrates the types of knowledge relevant to SME export performance. The study further demonstrates the moderating effect of employee absorptive capacity on the relationship between knowledge and export performance. The study advances existing knowledge on SME performance, especially from an emerging economy context.

Innovation and Driven Knowledge Management

2011 ◽  
pp. 392-427 ◽  
Author(s):  
Eng K. Chew ◽  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Absorptive Capacity ◽  
Asset Management ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Idea Generation ◽  
External Knowledge ◽  
It Managers ◽  
New Knowledge ◽  
And Performance

As described in Chapter X, fundamental to the company’s innovation capabilities is the level of collaboration and knowledge management capabilities available to support the innovation process. The ability of an organization to identify, acquire, and utilize external knowledge, known as knowledge absorption, can be critical to the firm’s operational success (Adams, Bessant, & Phelps, 2006). A survey by Adams et al. (2006) shows that three areas of knowledge management are critical for innovation management: idea generation, knowledge repository (including the management of tacit and explicit knowledge), and information flows (including information gathering and networking). Further they note that several researchers have found that the firm’s ability to “absorb and put to use new knowledge,” known as knowledge “absorptive capacity,” has direct impact on the firm’s innovation and performance (Chen, 2004; Tsai, 2001). Popadiuk and Choo (2006) have further shown that innovation and knowledge creation are related. Innovation is a result of knowledge creation. Innovation is related to the firm’s ability to combine new knowledge with existing knowledge to create new knowledge that is unique to the firm. It is also related to the firm’s ability to diffuse knowledge throughout the organization so that the organization as a whole increases its absorptive capacity. Knowledge diffusion can be facilitated by IT infrastructure and knowledge management system. Knowledge management is aimed at leveraging internal and external knowledge to create value from the firm’s intangible assets. According to Metaxiotis and Psarras (2006), knowledge management contributes to value creation by enhancing: intellectual asset management, operational efficiency, customer and competitor intelligence, continuous improvement, organizational learning, innovation in products and services, and time to market. They report of findings from American Productivity and Quality Center that greater emphasis should be made by firms on “using knowledge management to become more efficient innovators.” To leverage knowledge management for business innovation, IT managers must first understand the basic principles, theories, and practices of knowledge management. Next, they must understand how knowledge management will contribute to innovation. This chapter aims to address both topics to help make IT managers become the IT innovators.

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

scholarly journals The Developmentof Resources Ininterorganizationalnetworksand Theinternationalization Process: The Case Wines of Brasil

2013 ◽  
Vol 12 (1) ◽  
pp. 107-130
Author(s):  
Marlon Dalmoro ◽  
Jaime Evaldo Fensterseifer ◽  
Douglas Wegner
Keyword(s):  
Absorptive Capacity ◽  
Exploratory Study ◽  
Wine Industry ◽  
Interorganizational Networks ◽  
Access To Information ◽  
Internationalization Process ◽  
Network Resources ◽  
Resource Base ◽  
Market Knowledge ◽  
Industrial Sectors

The internationalization has become an imperative for survival of many Brazilian industrial sectors. In the wine industry, the growth of competition with imported wines in last years has led companies in the industry to seek new markets abroad. In this way, the formation of interorganizational networks could stimulate the internationalization process by generating collective resources. This paper analyzes the development of resources within a network of interorganizational wine industry and the influence of these resources in the process of internationalization of companies. Therefore, we carried out an exploratory study in a network called Wines of Brasil. The results show that the network has contributed to the generation of resources, such as the reputation of Brazilian wine, market knowledge and access to information among participants. The network´ resources were denominate ´good club´. However, the appropriation of these resources does not occur homogeneously, showing the existence of asymmetries, due to specific organizational architectures of network members (i.e. size, resource base and absorptive capacity of complementary businesses).

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