Abstract
The preceding chapters have developed a framework of supply chain collaboration, its antecedents, and consequences, and presented methods for measuring these constructs and empirically testing relationships among them. In this chapter, we provide additional insights on the moderation effect of firm size on the relationship between supply chain collaboration and its consequences—collaborative advantage and firm performance in particular. In examining the moderator of firm size that set boundary conditions for the effects of supply chain collaboration and collaborative advantage, we found interesting results that collaborative advantage completely mediates the relationship between supply chain collaboration and firm performance for small firms while it partially mediates the relationship for medium and large firms. Also, managerial guidelines for forming collaboration and managing ongoing relationships are provided. This chapter discusses the moderation effect of firm size on the relationships between supply chain collaboration and its consequences, and provides (1) discussion of research findings and major contributions (2) implications for practitioners (3) limitations of the research, and (4) recommendations for future research.
Keywords
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Anand, B., & Khanna, T. (2000). Do firms learn to create value? The case of alliances. Strategic Management Journal, 21, 295–315.
Angeles, R., & Nath, R. (2001). Partner congruence in electronic data interchange (EDI) enabled relationships. Journal of Business Logistics, 22(2), 109–127.
Balakrishnan, A., & Geunes, H. (2004). Collaboration and coordination in supply chain management and e-commerce. Production and Operations Management, 13(1), 1–2.
Barratt, M. (2004). Understanding the meaning of collaboration in the supply chain. Supply Chain Management: An Internal Journal, 9(1), 30–42.
Barua, A., Konana, P., Whinston, A. B., & Yin, F. (2004). An empirical investigation of net-enabled business value. MIS Quarterly, 28(4), 585–620.
Bensaou, M., & Venkatraman, N. (1995). Configurations of interorganizational relationships: A comparison between U.S. and Japanese automakers. Management Science, 41(9), 1471–1492.
Brandenburger, A., & Nalebuff, B. (1996). Co-opetition. New York: Currency Doubleday.
Chen, I. J., & Paulraj, A. (2004). Towards a theory of supply chain management: The constructs and measurements. Journal of Operations Management, 22, 119–150.
Christiaanse, E., & Venkatraman, N. (2002). Beyond SABRE: An empirical test of expertise exploitation in electronic channels. MIS Quarterly, 26(1), 15–38.
Cohen, W. D., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128–152.
Das, A., Narasimhan, R., & Talluri, S. (2006). Supplier integration: Finding an optimal configuration. Journal of Operations Management, 24, 563–582.
Deveraj, S., Krajewski, L., & Wei, J. (2007). Impact of eBusiness technologies on operational performance: The role of production information integration in the supply chain. Journal of Operations Management, 25, 1199–1216.
Duffy, R., & Fearne, A. (2004). The impact of supply chain partnerships on supplier performance. International Journal of Logistics Management, 15(1), 57–71.
Dyer, J. H., & Singh, H. (1998). The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, 23(4), 660–679.
Fawcett, S. E., Fawcett, A., Watson, B., & Magnan, G. (2012). Peeking inside the black box: toward an understanding of supply chain collaboration dynamics. Journal of Supply Chain Management, 48(1), 44–72.
Flynn, B. B., Huo, B., & Zhao, X. (2010). The impact of supply chain integration on performance: A contingency and configuration approach. Journal of Operations Management, 28(1), 58–71.
Frohlich, M. T., & Westbrook, R. (2001). Arcs of integration: An international study of supply chain strategies. Journal of Operations Management, 19(2), 185–200.
Goffin, K., Lemke, F., & Szwejczewski, M. (2006). An exploratory study of close supplier-manufacturer relationships. Journal of Operations Management, 24(2), 189–209.
Groves, G., & Valsamakis, V. (1998). Supplier-customer relationships and company performance. International Journal of Logistics Management, 9(2), 51–64.
Hamel, G. (1991). Competition for competence and interpartner learning within international strategic alliances. Strategic Management Journal, 12, 83–103.
Hendricks, K., & Singhal, V. (2005). Association between supply chain glitches and operating performance. Management Science, 51(5), 695–711.
Hill, C. W. (1990). Cooperation, opportunism, and the invisible hand: Implications for transaction cost theory. Academy of Management Review, 15, 500–513.
Jap, S. D. (1999). Pie-expansion efforts: Collaboration processes in buyer-supplier relationships. Journal of Marketing Research, 36(4), 461–476.
Jap, S. D. (2001). Perspectives on joint competitive advantages in buyer-supplier relationships. International Journal of Research in Marketing, 18(1/2), 19–35.
Joreskog, K. G., & Sorbom, D. (1996). LISREL 8 User’s reference guide. Chicago: Scientific Software Inc.
Kanter, R.M. (1994). Collaborative advantage: The art of alliances. Harvard Business Review (pp. 96–108), July–August.
Khanna, T., Gulati, R., & Nohria, N. (1998). The dynamics of learning alliances: Competition, cooperation, and relative scope. Strategic Management Journal, 19, 193–210.
Koh, J., & Venkatraman, N. (1991). Joint venture formations and stock market reactions: An assessment in the information technology sector. Academy of Management Journal, 34(4), 869–892.
Lambert, D. M., Emmelhainz, M. A., & Gardner, J. T. (1999). Building successful logistics partnerships. Journal of Business Logistics, 20(1), 165–181.
Lavie, D. (2006). The competitive advantage of interconnected firms: An extension of the resource-based view. Academy of Management Review, 31(3), 638–658.
Manthou, V., Vlachopoulou, M., & Folinas, D. (2004). Virtual e-Chain (VeC) model for supply chain collaboration. International Journal of Production Economics, 87(3), 241–250.
Min, S., Roath, A., Daugherty, P. J., Genchev, S. E., Chen, H., & Arndt, A. D. (2005). Supply chain collaboration: What’s happening? International Journal of Logistics Management, 16(2), 237–256.
Morgan, R. M., & Hunt, S. D. (1994). The commitment-trust theory of relationship marketing. Journal of Marketing, 58(3), 20–38.
Narasimhan, R., & Kim, S. W. (2002). Effect of supply chain integration on the relationship between diversification and performance: Evidence from Japanese and Korean firms. Journal of Operations Management, 20(3), 303–323.
Nyaga, G., Whipple, J., & Lynch, D. (2010). Examining supply chain relationships: Do buyer and supplier perspectives on collaborative relationships differ? Journal of Operations Management, 28(2), 101–114.
Petersen, K., Handfield, R., & Ragatz, G. (2005). Supplier integration into new product development: Coordinating product, process, and supply chain design. Journal of Operations Management, 23(3/4), 371–388.
Ramaswami, S., Srivastava, R., & Bhargava, M. (2009). Market-based capabilities and financial performance of firms: Insights into marketing’s contribution to firm value. Journal of the Academy of Marketing Science, 37, 97–116.
Schumacker, R., & Marcoulides, G. (1998). Interaction and Nonlinear effects in structural equation modeling. Mahwah: Lawrence Erlbaum.
Sheu, C., Yen, H. R., & Chae, D. (2006). Determinants of supplier-retailer collaboration: Evidence from an international study. International Journal of Operations & Production Management, 26(1), 24–49.
Simatupang, T. M., & Sridharan, R. (2004). A benchmarking scheme for supply chain collaboration. Benchmarking: An International Journal, 11(1), 9–30.
Sirdeshmukh, D., Singh, J., & Sabol, B. (2002). Consumer trust, value, and loyalty in relational exchanges. Journal of Marketing, 66(1), 15–37.
Tuten, T. L., & Urban, D. J. (2001). An expanded model of business-to-business partnership foundation and success. Industrial Marketing Management, 30(2), 149–164.
Van der Vaart, T., & Van Donk, D. (2008). A critical review of survey-based research in supply chain integration. International Journal of Production Economics, 111, 42–55.
Verdecho, M., Alfaro-Saiz, J., Rodriguez–Rodriguez, R., & Ortiz-Bas, A. (2012). A multi-criteria approach for managing inter-enterprise collaborative relationships. Omega, 40(3), 249–263.
Wong, A. (1999). Partnering through cooperative goals in supply chain relationships. Total Quality Management, 10(4/5), 786–792.
Zhao, X., Huo, B., Flynn, B. B., & Yeung, J. (2008). The impact of power and relationship commitment on the integration between manufacturers and customers in a supply chain. Journal of Operations Management, 26(3), 368–388.
Zineldin, M. (1998). Towards an ecological collaborative relationship management. European Journal of Marketing, 32(11/12), 1138–1164.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
Copyright information
© 2013 Springer-Verlag London
About this chapter
Cite this chapter
Cao, M., Zhang, Q. (2013). Research and Managerial Insights. In: Supply Chain Collaboration. Springer, London. https://doi.org/10.1007/978-1-4471-4591-2_8
Download citation
DOI: https://doi.org/10.1007/978-1-4471-4591-2_8
Published:
Publisher Name: Springer, London
Print ISBN: 978-1-4471-4590-5
Online ISBN: 978-1-4471-4591-2
eBook Packages: EngineeringEngineering (R0)