Supply chain management and organizational performance: the resonant influence
Autor(a) principal: | |
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Data de Publicação: | 2019 |
Outros Autores: | , , , , , , |
Tipo de documento: | Artigo |
Idioma: | eng |
Título da fonte: | Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
Texto Completo: | http://hdl.handle.net/11110/1807 |
Resumo: | Purpose A single supply chain management (SCM) practice will have a certain impact on organizational performance (OP). However, since it is placed in a system that many other practices are conducted simultaneously, the practice itself will interact with other ones (i.e. affect/be affected). As a consequence, the efficiency of the affected practice is increased and it is expected to maximize the impact of SCM practices on OP. This mechanism is named the “resonant” influence that is a new approach in the SCM literature. The purpose of this paper is to test the above mechanism toward an insight into the relationship between SCM and OP. Design/methodology/approach Two models were compared: the competitive models only exist in direct effects; and the other contains relationships between practices that are able to show the mechanism of the resonant influence, i.e. the hypothetical model. A data set gained from Vietnamese garment enterprises was used to validate the mechanism of the resonant influence. Findings Empirical evidence from Vietnamese garment sector showed that the competitive models could explain 42.8, 26.3 and 34 percent variance of operational performance, customer satisfaction and financial performance, respectively. In the meantime, the hypothetical model containing the resonant influence is capable to explain 69.5, 33.1 and 57.3 percent. For the impact of each SCM practice on OP, all relationships in the hypothetical model are also greater than those in competitive ones. These results supported the mechanism of the resonant influence. Research limitations/implications This research provides an insight into the relationship between SCM practices and OP. By the resonant influence, the effectiveness of each affected SCM practice itself is magnified and OP is also increased remarkably. Practical implications Understanding the resonant influence, companies can apply this mechanism to enhance effectiveness of SCM practices at the lowest cost. To this end, the SCM practices should be implemented simultaneously as an integrated system rather than independent ones and the structural model proposed in this study is able to be used as “a guide map” for applying this mechanism. Originality/value This is one of pioneer empirical studies in the SCM literature that proposed and validated the concept of “resonant influence.” |
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Supply chain management and organizational performance: the resonant influenceOrganizational performanceSupply chain managementSupply chain management practicesResonant inÖuencePurpose A single supply chain management (SCM) practice will have a certain impact on organizational performance (OP). However, since it is placed in a system that many other practices are conducted simultaneously, the practice itself will interact with other ones (i.e. affect/be affected). As a consequence, the efficiency of the affected practice is increased and it is expected to maximize the impact of SCM practices on OP. This mechanism is named the “resonant” influence that is a new approach in the SCM literature. The purpose of this paper is to test the above mechanism toward an insight into the relationship between SCM and OP. Design/methodology/approach Two models were compared: the competitive models only exist in direct effects; and the other contains relationships between practices that are able to show the mechanism of the resonant influence, i.e. the hypothetical model. A data set gained from Vietnamese garment enterprises was used to validate the mechanism of the resonant influence. Findings Empirical evidence from Vietnamese garment sector showed that the competitive models could explain 42.8, 26.3 and 34 percent variance of operational performance, customer satisfaction and financial performance, respectively. In the meantime, the hypothetical model containing the resonant influence is capable to explain 69.5, 33.1 and 57.3 percent. For the impact of each SCM practice on OP, all relationships in the hypothetical model are also greater than those in competitive ones. These results supported the mechanism of the resonant influence. Research limitations/implications This research provides an insight into the relationship between SCM practices and OP. By the resonant influence, the effectiveness of each affected SCM practice itself is magnified and OP is also increased remarkably. Practical implications Understanding the resonant influence, companies can apply this mechanism to enhance effectiveness of SCM practices at the lowest cost. To this end, the SCM practices should be implemented simultaneously as an integrated system rather than independent ones and the structural model proposed in this study is able to be used as “a guide map” for applying this mechanism. Originality/value This is one of pioneer empirical studies in the SCM literature that proposed and validated the concept of “resonant influence.”This work was financed with FEDER funds by Programa Operacional Factores de Competitividade (COMPETE), national funds by Fundação para a Ciência e Tecnologia (FCT) through Project: FCOMP-01-0124-FEDER-022674 and the JSPS KAKENHI Grant No. JP18J11566. The authors respectfully thank the editor and reviewers for their constructive and augmentable comments which enabled the authors to improve the earlier version of this paper.International Journal of Quality and Reliability Management2019-12-11T17:21:30Z2019-01-01T00:00:00Zinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/articlehttp://hdl.handle.net/11110/1807oai:ciencipca.ipca.pt:11110/1807enghttps://doi.org/Duong, B., Truong, H., Sameiro, M., Sampaio, P., Fernandes, A., Vilhena, E., Bui, L. and Yadohisa, H. (2019), "Supply chain management and organizational performance: the resonant influence", International Journal of Quality & Reliability Management, Vol. 36 No. 7, pp. 1053-1077. https://doi.org/10.1108/IJQRM-11-2017-0245https://doi.org/10.1108/IJQRM-11-2017-0245http://hdl.handle.net/11110/1807metadata only accessinfo:eu-repo/semantics/openAccessAn Thi Duong, BinhQuang Truong, HuySameiro, MariaSampaio, PauloFernandes, Ana CristinaVilhena, EstelaThi Cam Bui, LoanYadohisa, Hiroshireponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãoinstacron:RCAAP2022-09-05T12:53:09Zoai:ciencipca.ipca.pt:11110/1807Portal AgregadorONGhttps://www.rcaap.pt/oai/openaireopendoar:71602024-03-19T15:02:06.912008Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãofalse |
dc.title.none.fl_str_mv |
Supply chain management and organizational performance: the resonant influence |
title |
Supply chain management and organizational performance: the resonant influence |
spellingShingle |
Supply chain management and organizational performance: the resonant influence An Thi Duong, Binh Organizational performance Supply chain management Supply chain management practices Resonant inÖuence |
title_short |
Supply chain management and organizational performance: the resonant influence |
title_full |
Supply chain management and organizational performance: the resonant influence |
title_fullStr |
Supply chain management and organizational performance: the resonant influence |
title_full_unstemmed |
Supply chain management and organizational performance: the resonant influence |
title_sort |
Supply chain management and organizational performance: the resonant influence |
author |
An Thi Duong, Binh |
author_facet |
An Thi Duong, Binh Quang Truong, Huy Sameiro, Maria Sampaio, Paulo Fernandes, Ana Cristina Vilhena, Estela Thi Cam Bui, Loan Yadohisa, Hiroshi |
author_role |
author |
author2 |
Quang Truong, Huy Sameiro, Maria Sampaio, Paulo Fernandes, Ana Cristina Vilhena, Estela Thi Cam Bui, Loan Yadohisa, Hiroshi |
author2_role |
author author author author author author author |
dc.contributor.author.fl_str_mv |
An Thi Duong, Binh Quang Truong, Huy Sameiro, Maria Sampaio, Paulo Fernandes, Ana Cristina Vilhena, Estela Thi Cam Bui, Loan Yadohisa, Hiroshi |
dc.subject.por.fl_str_mv |
Organizational performance Supply chain management Supply chain management practices Resonant inÖuence |
topic |
Organizational performance Supply chain management Supply chain management practices Resonant inÖuence |
description |
Purpose A single supply chain management (SCM) practice will have a certain impact on organizational performance (OP). However, since it is placed in a system that many other practices are conducted simultaneously, the practice itself will interact with other ones (i.e. affect/be affected). As a consequence, the efficiency of the affected practice is increased and it is expected to maximize the impact of SCM practices on OP. This mechanism is named the “resonant” influence that is a new approach in the SCM literature. The purpose of this paper is to test the above mechanism toward an insight into the relationship between SCM and OP. Design/methodology/approach Two models were compared: the competitive models only exist in direct effects; and the other contains relationships between practices that are able to show the mechanism of the resonant influence, i.e. the hypothetical model. A data set gained from Vietnamese garment enterprises was used to validate the mechanism of the resonant influence. Findings Empirical evidence from Vietnamese garment sector showed that the competitive models could explain 42.8, 26.3 and 34 percent variance of operational performance, customer satisfaction and financial performance, respectively. In the meantime, the hypothetical model containing the resonant influence is capable to explain 69.5, 33.1 and 57.3 percent. For the impact of each SCM practice on OP, all relationships in the hypothetical model are also greater than those in competitive ones. These results supported the mechanism of the resonant influence. Research limitations/implications This research provides an insight into the relationship between SCM practices and OP. By the resonant influence, the effectiveness of each affected SCM practice itself is magnified and OP is also increased remarkably. Practical implications Understanding the resonant influence, companies can apply this mechanism to enhance effectiveness of SCM practices at the lowest cost. To this end, the SCM practices should be implemented simultaneously as an integrated system rather than independent ones and the structural model proposed in this study is able to be used as “a guide map” for applying this mechanism. Originality/value This is one of pioneer empirical studies in the SCM literature that proposed and validated the concept of “resonant influence.” |
publishDate |
2019 |
dc.date.none.fl_str_mv |
2019-12-11T17:21:30Z 2019-01-01T00:00:00Z |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
http://hdl.handle.net/11110/1807 oai:ciencipca.ipca.pt:11110/1807 |
url |
http://hdl.handle.net/11110/1807 |
identifier_str_mv |
oai:ciencipca.ipca.pt:11110/1807 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.relation.none.fl_str_mv |
https://doi.org/Duong, B., Truong, H., Sameiro, M., Sampaio, P., Fernandes, A., Vilhena, E., Bui, L. and Yadohisa, H. (2019), "Supply chain management and organizational performance: the resonant influence", International Journal of Quality & Reliability Management, Vol. 36 No. 7, pp. 1053-1077. https://doi.org/10.1108/IJQRM-11-2017-0245 https://doi.org/10.1108/IJQRM-11-2017-0245 http://hdl.handle.net/11110/1807 |
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metadata only access info:eu-repo/semantics/openAccess |
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metadata only access |
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openAccess |
dc.publisher.none.fl_str_mv |
International Journal of Quality and Reliability Management |
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International Journal of Quality and Reliability Management |
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