Vol. 46, No. 3
Supply Management, Supply Flexibility and Performance Outcomes: An Empirical Investigation of Manufacturing Firms
Increasingly, the global market environment is becoming more turbulent, complex and uncertain. Literature has explored the importance of supply management and its direct impact on performance. However, the nature of strategic supply management and its impact on supply flexibility needs further clarification in the context of the use of supplier resources and supplier network coordination. This research presents a model of supply management, supply flexibility and supply chain performance. In this study, we examine the relationships between supply management and supply flexibility, and extend the concept of supply flexibility in terms of supplier flexibility and supply network flexibility on relevant supply chain performance measures. Data for the study were collected from 201 manufacturing firms, and the measurement scales of supply flexibility were tested and validated using structural equation modeling. The results indicate strong, positive and direct relationships between supply management practices and supply flexibility, and between supply flexibility and supply chain performance. Concluding theoretical and managerial implications are discussed.
Ying Lao, Ph.D. Ying Lao, Ph.D., is Assistant Professor of Management in the School of Business at Meredith College, Raleigh, North Carolina,
Paul Hong, Ph.D. Paul Hong, Ph.D., is Professor of Operations Management at the University of Toledo, Toledo, Ohio
Subba Rao, Ph.D. Subba Rao, Ph.D., recently retired as Professor of Information, Operations and Technology Management/Director of the doctoral program in Manufacturing and Technology Management in the College of Business at the University of Toledo, Toledo, Ohio
Outsourcing as Seen from the Perspective of Knowledge Management
This article analyzes outsourcing from a knowledge-based perspective. We investigate how knowledge as an organizational resource, and the capabilities to manage this knowledge, affect the benefits of outsourcing. Our results indicate that the nature of the knowledge of the outsourced activity affects the success of outsourcing. We also analyze the way in which collaborative know-how (as a knowledge resource) and learning capability (as an organizational capability) affect outsourcing benefits. We then test the validity of this hypothesis by surveying organizations from the service sector. The results of the empirical study provide strong support for our assertion that knowledge management affects the results of outsourcing decisions.
Oscar F. Bustinza, Ph.D. Oscar F. Bustinza, Ph.D., is Associate Professor of Operations Management at the University of Granada (Spain),
Luis M. Molina, Ph.D. Luis M. Molina, Ph.D., is Professor of Strategic Management at the University of Granada (Spain)
Leopoldo J. Gutierrez-Gutierrez, Ph.D. Leopoldo J. Gutierrez-Gutierrez, Ph.D., is Associate Professor of Operations Management at the University of Granada (Spain)
Job Types in the Supply Chain Management Profession
There is little academic consensus on a definition of supply chain management (SCM). Education and research could benefit from a better understanding of how practice is defining the profession, in terms of the type of jobs associated with SCM. Existing definitions of SCM suggest two archetypal job functions: functional integrator and process manager. To compare existing definitions in practice, we analyzed job descriptions associated with the field of SCM using computerized text analysis. We find tentative support that industry views a SCM professional as a process manager. In a post hoc analysis, cluster analyses based on similarity of job descriptions indicate eight different types of SCM jobs, differentiated by associated tasks as well as industry characteristics. This second analysis shows that SCM is most closely aligned with Sourcing and Operations Management. These results have important implications for the SCM profession. Pedagogically, our results indicate that SCM is becoming amore analytical field with tight links to information systems. There also is a lack of a common definition of SCM that Human Resource departments use when advertising for SCM positions. This lack of shared definition means that researchers should use caution when identifying key informants for empirical research, as tasks and responsibilities vary widely between job descriptions in our sample.
Christian L. Rossetti, Ph.D. Christian L. Rossetti, Ph.D., is Assistant Professor of Management at North Carolina State University, Raleigh, North Carolina
Kevin J. Dooley, Ph.D. Kevin J. Dooley, Ph.D., is Professor of Supply Chain Management at the W. P. Casey School of Business, Arizona State University, Tempe, Arizona
Do Competitive Priorities Drive Adoption of Electronic Commerce Applications? Testing the Contingency and Institutional Views
This paper expands on recent research by Huang and colleagues examining the drivers of electronic commerce (e-commerce) adoption. Two competing theories are evaluated as predictors of e-commerce adoption: contingency theory and institutional theory. For the contingency view, we focus on three strategic priorities (cost, flexibility and delivery); and for the institutional view, we examine three institutional factors (region, industry and information technology benchmarking). The model is evaluated with logistic regression analysis, using survey data from nine countries and three industries. While contingency theory is the norm in the literature, we find only limited evidence that competitive priorities guide e-commerce adoption. By contrast, institutional factors have greater explanatory power.
Xiaowen Huang, Ph.D. Xiaowen Huang, Ph.D., is Assistant Professor in the Farmer School of Business, at Miami University in Oxford, Ohio,
Thomas F. Gattiker, Ph.D. Thomas F. Gattiker, Ph.D., is Associate Professor of Supply Chain Management at Boise State University in Boise, Idaho
Roger G. Schroeder, Ph.D. Roger G. Schroeder, Ph.D., holds the Donaldson Chair of Operations Management at the Curtis L. Carlson School of Management, University of Minnesota in Minneapolis, Minnesota