자연주의적 탐구조사(Naturalistic Inquiry)

行銷硏究 : Marketing research

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Supply chain collaboration: Impact on collaborative advantage and firm performance

Despite its infancy, some authors are already suggesting that the writing may be on the wall for supply chain collaboration. It has been reported that supply chain collaboration has proved difficult to implement; there has been an over‐reliance on technology in trying to implement it; a failure to understand when and with whom to collaborate; and fundamentally a lack of trust between trading partners. This paper proposes that a supply chain segmentation approach, based on customer buying behaviour and service needs, is the most appropriate context for collaboration. The paper also proposes the need for a greater understanding of the elements that make up supply chain collaboration, and in particular how the relevant cultural, strategic and implementation elements inter‐relate with each other.

/pdf/understanding-the-meaning-of-collaboration-in-the-supply-29m3weq3i9.pdf

Understanding the meaning of collaboration in the supply chain

Studies linking environmental sustainability to firm performance have been increasing as more companies are contemplating the implementation of sustainable practices internally and in coordination with other firms along their supply chains. However, findings from these studies have found positive and negative associations, leaving practitioners perplexed as to what actions would be beneficial to pursue. With hypotheses grounded in the natural resource–based view of the firm, the current study examines over 20 years of research on environmental supply chain practices using a meta-analysis to determine whether the overall effect of these specific practices on firm performance is, in fact, positive. The results show that the link between environmental supply chain practices and market-based, operational-based and accounting-based forms of firm performance is positive and significant, providing support for the business case that sustainable supply chain management results in increased firm performance. Different operationalizations of supply chain practices — upstream, design, production and downstream — along with industry, sample region, firm size and time are examined as moderators of this relationship with nuanced results that help to extend the discipline's understanding of the relationship between environmentally sustainable supply chain management and firm performance.

A Meta‐Analysis of Environmentally Sustainable Supply Chain Management Practices and Firm Performance

Evaluating buyer–supplier relationship–performance spirals: A longitudinal study

Sales forecasting and collaboration are two business phenomena that have independently been recognized as contributing to improved organizational performance. The present research employs case study methodology to explore the synergies to be gained from combining the two processes. Depth interviews were conducted with executives at three firms currently engaged in collaborative forecasting with supply chain partners. Results revealed unique approaches to collaborative forecasting that circumvent the inhibitors of collaborative planning, forecasting, and replenishment adoption, and yield substantial improvement in company and supply chain performance including increased responsiveness, product availability assurance, optimized inventory and associated costs, and increased revenues and earnings. Seven guidelines to implementing interfirm collaborative forecasting are presented.

Implementing collaborative forecasting to improve supply chain performance

The paper reports on a new study conducted among industry practitioners that shows that supply chain collaboration can deliver some powerful advantages if the right enablers are in place and the barriers can be overcome. 20 supply chain executives from leading companies across a range of industries were interviewed to determine what is meant with collaboration and what enables it to take place. Also identified were some of the obstacles that need to be overcome. Additionally, benefits such as reduced costs, increased sales and returns, better customer service and an overall competitive edge were examined.

Supply chain collaboration: the enablers, impediments, and benefits

https://isiarticles.com/bundles/Article/pre/pdf/23705.pdf

Susan L. Golicic

Papers

A Meta‐Analysis of Environmentally Sustainable Supply Chain Management Practices and Firm Performance

Evaluating buyer–supplier relationship–performance spirals: A longitudinal study

Implementing collaborative forecasting to improve supply chain performance

Supply chain collaboration: the enablers, impediments, and benefits

Branding a B2B service: Does a brand differentiate a logistics service provider?