Towards Triangulation — Blending Techniques in Supply Chain Management Context



Supply chain relationships are impacted by the use of the Internet and the transformation through its technologies (Bak, 2004). Although an area of growing interest, little research has focused on the impact of the Internet and on understanding how different approaches for creating supply chains are suitable for different supply chain requirements (Pant et al., 2003). Similar to MacPherson et al. (1993) and Sherif & Vinze (2003), a case study research method with grounded theory approach was used. The findings of the case study (Phase A), the so-called derived theory, allowed the researcher to establish a follow up questionnaire for a second investigation (Phase B) in similar settings with a wider spectrum. In this study, blending was particularly helpful in eliciting the controversial findings and proved to be a useful source.


Internet Supply Chain Management Transformation Case Study Grounded Theory Blending Techniques 


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

4 References

  1. Bak, O. (2003): A framework for Transformation of Supply Chain Management: A just in time investigation in organizations, in: Pawar, K. S., Muffatto, M. (eds.): Proceedings of 8th International Symposium on Logistics, Published by the Centre for Concurrent Enterprise — University of Notthingham, UK, p. 59–63.Google Scholar
  2. Bak, O. (2004): Performance measurement in the transformation context: A case from the automotive supply chain, in: Neely, A., Kennerly, M., Walters, A (eds.): Performance Measurement and Management: Public and Private, The fourth international conference on theory and practice in performance measurement, Edinburgh, UK, p. 67–73Google Scholar
  3. Beer, M., Nohria, N. (2000): Cracking the Code of Change, in: Harvard Business Review, May–June: 133–141.Google Scholar
  4. Blumenthal, B., Haspeslag, P. (1994): Toward a Definition of Corporate Transformation, in: Sloan Management Review, Spring: 101–106.Google Scholar
  5. Boyson, S., Corsi, T., Verbraeck, A. (2003): The e-supply chain portal: a core business model, in: Transportation Research Part E: 175–192.Google Scholar
  6. Bryman, A. (1988): Quality and quantity in social research, Hyman, London.Google Scholar
  7. Charmaz, K. (2000): Grounded Theory: Objectivist and constructivist methods, in: Denzin, N., Lincoln, Y. (eds.) The Handbook of qualitative research, Sage Publications, p. 509–535.Google Scholar
  8. Denzin, N. K. (1970): The research act in sociology: A theoretical introduction to sociological methods, Aldine Press, Chicago.Google Scholar
  9. Easterby-Smith, M., R. Thorpe, A. Lowe (1991): Management Research: an Introduction, Sage, London, UK.Google Scholar
  10. Eisenhardt, K. (1989): Building theories from Case Study research, in: Academy of Management Review, 14(4): 532–550.Google Scholar
  11. Eisenhardt, K. (1989b): Making fast strategic decisions in high-velocity environments, in: Academy of Management Journal, 14(4): 543–576.Google Scholar
  12. Fisher, M. L. (1997): What is the Right Supply Chain for your Product, in: Harvard Business Review, March–April: 105–116.Google Scholar
  13. Glaser, B. G., Strauss, A. L. (1967): The discovery of grounded theory, Aldine Press, Chicago.Google Scholar
  14. Glaser, B. G. (1978): Theoretical sensitivity, Sociology Press, Mill Valley, CA.Google Scholar
  15. Glaser, B. G. (1992): Basics of grounded theory analysis, Sociology Press, Mill Valley, CA.Google Scholar
  16. Golilic, S. L., Davis, D. F., McCarthy, T., Mentzer, J. T. (2002): The impact on ecommerce on supply chain relationships, in: International Journal of Physical distribution and logistics management, 32(10): 851–871.Google Scholar
  17. Graham, G., Hardaker, G. (2000): Supply-Chain management across the Internet, in: International Journal of Physical Distribution & Logistics Management, 30(3/4):286–295.Google Scholar
  18. Jick, T. D. (1979): Mixing Qualitative and Quantitative Methods: Triangulation in Action, in: Administrative Science Quarterly, 24(4): 602–611.Google Scholar
  19. Lancioni, R. A., Smith, M. F., Olivia, T. A. (2000): The Role of the Internet in Supply Chain Management, in: Industrial Marketing Management, 29: 45–56.Google Scholar
  20. N6 Reference Guide (2002): 1st Edition, QSR International Pty. Ltd., Melbourne.Google Scholar
  21. MacPherson, S. J., Kelly. J. R., Webb, R. S. (1993): How designs develop: Insights from case studies in building engineering services, Construction Management and Economics, 11: 475–485.Google Scholar
  22. Miles, M. B., Huberman, A. M (1994): Qualitative Data Analysis: An Expanded Sourcebook, Sage, Thousand Oaks, California.Google Scholar
  23. Pant, S., Sethi, R., Bhandari, M. (2003): Making sense of the e-supply chain landscape: an implementation framework, in: International Journal of Information Management, 23: 201–221.Google Scholar
  24. Parkhe, A. (1993): Messy Research, Methodological Predispositions and Theory Development in International Joint Ventures’, in: Academy of Management Review, 18(2): 227–68.Google Scholar
  25. Prahalad, C. K., Oosterveld, J. P. (1999): Transforming Internal Governance: The challenge for multinationals, in: Sloan Management Review, Spring: 31–39.Google Scholar
  26. Rayport, J. F., Sviokla, J. J. (1994): Managing in the Marketspace, in: Harvard Business Review, November–December: 141–150.Google Scholar
  27. Ross, J. W., Beath, C. M. (2002): Beyond the Business Case: New Approaches to IT Investment, in: Sloan Management Review, Winter: 51–59.Google Scholar
  28. Sherif, K., Vinze, A. (2003): Barriers to adoption of software reuse A qualitative study, in: Information and Management, 41:159–175.CrossRefGoogle Scholar
  29. Strauss A., Corbin J. (1990): Basics of Qualitative Research — Grounded Theory Procedures and Techniques, Sage, London.Google Scholar
  30. Strauss, A., Corbin, J. (1994): Grounded Theory Methodology: in Denzin, N., Lincoln, Y. (eds.): The Handbook of qualitative research, Sage Publications, Thousand Oaks: p. 273–285.Google Scholar
  31. Venkatraman, N. (1994): IT-Enabled Business Transformation: From Automation to Business Scope Redefinition, Sloan Management Review, Winter: 73–87.Google Scholar
  32. Vollmann, T. E. (1996): The Transformation Imperative, Harvard Business School Press, Boston, Massachusetts.Google Scholar
  33. Weick, K. E. (1989): Theory construction as disciplined imagination, in: Academy of Management Review, 14(4): 516–531.Google Scholar
  34. Yin. R. K. (1994): Case Study Research: Design and Methods, Sage Publications, Thousand Oaks.Google Scholar

Copyright information

© Physica-Verlag Heidelberg 2005

Authors and Affiliations

  1. 1.Business SchoolUniversity of GreenwichGreenwich, LondonUK

Personalised recommendations