Drawing on justice theory and upper echelons perspective, this study develops and tests an integrative model linking justice to the implementation of IT-enabled supply chain information integration (IeSCII) through the top management. Specifically, the study investigates the effects of the three facets of justice—distributive, procedural, and interactional justice—on the two dimensions of IeSCII (information sharing and collaborative planning), and examines the mediating influences of top management beliefs (TMB) and top management participation (TMP) in these relationships. Using structural equation modeling to analyze data collected from 190 firms in China, the study documents that interactional justice positively affects both TMB and TMP, while procedural justice positively affects TMB (but not TMP) in the IeSCII implementation process. In contrast, distributive justice is not significantly related to either TMB or TMP, but is positively associated with information sharing. The results also show that procedural justice positively affects TMB, which then positively affects TMP in IeSCII. Furthermore, the study finds significant mediating effects of TMB and TMP in the relationship between interactional justice and IeSCII. The theoretical and managerial implications of this study are discussed.
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IT-enabled supply chain information integration
Supply chain management
Top management beliefs
Top management participation
Confirmative factor analysis
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This study was funded by the Grants from the National Natural Science Foundation of China (NSFC: 71701194, 71731010, 71622009 and 71571169) and Anhui Provincial Natural Science Foundation (1808085QG226). It was also supported by the Fundamental Research Funds for the Central Universities (WK2040160030) and Singapore Ministry of Education Grant (WBS R-253-000-133-112).
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Appendix: Measurement Items
Appendix: Measurement Items
|Constructs and measurement||Factor loading||Standardized loading||SE||t value||R 2|
|Distributive justice (DJ) (α = 0.86; CR = 0.86; AVE = 0.60)|
|DJ1: Our gain is consistent with the amount of effort and investment that we have made||1.00||0.78||–||–||0.62|
|DJ2: Our gain is commensurate with the role and responsibilities that we have actually taken||0.98||0.75||0.09||10.58||0.57|
|DJ3: Our gain relative to our contribution from this relationship is about the same as that of our partner||1.03||0.77||0.10||10.84||0.60|
|DJ4: Our gain is proportionate to our performance in all joint activities that are undertaken by both partners||1.12||0.80||0.10||11.36||0.65|
|Procedural justice (PJ) (α = 0.88; CR = 0.87; AVE = 0.64)|
|PJ1: The key partner does not discriminate but treats us impartially||1.00||0.79||–||–||0.62|
|PJ2: The key partner has used consistent policies and decision-making procedures in this relationship||0.99||0.77||0.09||11.18||0.60|
|PJ3: The key partner always takes into account our concerns and feedback about their policies and programs||1.12||0.82||0.09||12.00||0.68|
|PJ4: The key partner knows about the situations that we face and explain to us their supply chain-related decisions||1.14||0.81||0.10||11.87||0.66|
|Interactional justice (IJ) (α = 0.86; CR = 0.86; AVE = 0.52)|
|IJ1: The representatives from the key partner and our firm respect each other||1.00||0.84||–||–||0.71|
|IJ2: The representatives from the key partner and our firm are friendly to each other||1.01||0.78||0.08||12.28||0.60|
|IJ3: The representatives from the key partner and our firm often socialize with each other||0.84||0.61||0.09||9.00||0.38|
|IJ4: The representatives from the key partner and our firm interact with and treat the other side’s managers or staff fairly||0.93||0.78||0.08||12.32||0.60|
|IJ5: The representatives from the key partner and our firm always communicate openly and directly||0.84||0.65||0.09||9.71||0.43|
|IJ6: The representatives from the key partner always provide us with timely feedback when we ask||0.82||0.62||0.09||9.09||0.38|
|Top management beliefs (TMB) (α = 0.83; CR = 0.84; AVE = 0.73)|
|The senior management of our firm believes that|
|TMB1: implementing IT-enabled supply chain information integration with the key partner has the potential to provide significant business benefits to our firm||1.00||0.79||–||–||0.62|
|TMB2: implementing IT-enabled supply chain information integration with the key partner will create a significant competitive arena for our firm||1.21||0.91||0.11||11.02||0.83|
|Top management participation (TMP) (α = 0.87; CR = 0.87; AVE = 0.68)|
|The senior management of our firm actively|
|TMP1: articulates a vision for the implementation of IT-enabled supply chain information integration||1.00||0.81||–||–||0.65|
|TMP2: formulates a strategy for the implementation of IT-enabled supply chain information integration||1.06||0.82||0.09||12.27||0.68|
|TMP3: establishes goals and standards to monitor the IT-enabled supply chain information integration project||1.16||0.85||0.09||12.76||0.73|
|Information sharing (IS) (α = 0.84; CR = 0.83; AVE = 0.50)|
|IS1: In this relationship, it is expected that any information that might help the other party will be provided to them electronically||1.00||0.76||–||–||0.57|
|IS2: It is expected that the parties will provide proprietary information electronically if it can help the other party||0.92||0.67||0.10||8.93||0.45|
|IS3: It is expected that we keep each other informed about events or changes that may affect the other party electronically||0.79||0.68||0.09||9.10||0.47|
|IS4: The parties regularly exchange electronic information of supply and demand forecast||0.83||0.69||0.09||9.21||0.48|
|IS5: The two parties exchange electronic information frequently with each other||0.86||0.74||0.09||9.95||0.55|
|Collaborative planning (CP) (α = 0.86; CR = 0.86; AVE = 0.68)|
|The key partner and our firm use IT to coordinate and manage the following activities|
|CP1: long-range planning for product development||1.00||0.81||–||–||0.66|
|CP2: forecasting the changing demands of customers||1.04||0.87||0.08||13.04||0.76|
|CP3: testing the market acceptance of new products||0.97||0.79||0.08||11.69||0.62|
|Legal protection (LP)a(α = 0.75; CR = 0.76; AVE = 0.51)|
|LP1: The legal system protects our interests||1.00||0.69||–||–||0.51|
|LP2: The legal system prevents us from being cheated||1.03||0.72||0.12||8.36||0.48|
|LP3: The legal system ensures that we can get our money back||1.04||0.73||0.12||8.78||0.53|
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Wei, S., Ke, W., Lado, A.A. et al. The Effects of Justice and Top Management Beliefs and Participation: An Exploratory Study in the Context of Digital Supply Chain Management. J Bus Ethics (2019). https://doi.org/10.1007/s10551-018-04100-9
- IT-enabled supply chain information integration
- Upper echelons theory
- Top management