Journal ArticleDOI
The nature of interfirm partnering in supply chain management
TLDR
In this article, a continuum exists from strategic to operational partnering depending on the level of antecedents, orientation, and implementation, and the consequences of strategic and operational partnering for vertical relationships within retail supply chains.About:
This article is published in Journal of Retailing.The article was published on 2000-10-01. It has received 658 citations till now. The article focuses on the topics: Supply chain.read more
Citations
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Journal ArticleDOI
The impact of supply chain management practices on competitive advantage and organizational performance
TL;DR: In this paper, the authors conceptualized and developed five dimensions of SCM practice (strategic supplier partnership, customer relationship, level of information sharing, quality information sharing and postponement) and tested the relationships between SCM practices, competitive advantage, and organizational performance.
Journal ArticleDOI
Development and validation of a measurement instrument for studying supply chain management practices
TL;DR: In this paper, the authors conceptualized, developed, and validated six dimensions of SCM practices (strategic supplier partnership, customer relationship, information sharing, information quality, internal lean practices, and postponement).
Journal ArticleDOI
Accessing information sharing and information quality in supply chain management
Suhong Li,Binshan Lin +1 more
TL;DR: It is found that both information sharing and information quality are influenced positively by trust in supply chain partners and shared vision between supply chain partner, but negatively by supplier uncertainty.
Journal ArticleDOI
Antecedents of supply chain visibility in retail supply chains: A resource-based theory perspective
Mark Barratt,Adegoke Oke +1 more
TL;DR: In this paper, the authors explore the antecedents of high levels of supply chain visibility from a resource-based theory perspective across five different external supply chain linkages and identify those factors that can give a sustainable competitive advantage to a supply chain linkage through a "distinctive" or high level of visibility.
References
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Book ChapterDOI
Firm Resources and Sustained Competitive Advantage
TL;DR: In this article, the authors examined the link between firm resources and sustained competitive advantage and analyzed the potential of several firm resources for generating sustained competitive advantages, including value, rareness, imitability, and substitutability.
Journal ArticleDOI
The Commitment-Trust Theory of Relationship Marketing
Robert Morgan,Shelby D. Hunt +1 more
TL;DR: Relationship marketing, established, developing, and maintaining successful relational exchanges, constitutes a major shift in marketing theory and practice as mentioned in this paper, after conceptualizing relationship relationships as a set of relationships.
Competitive advantage: creating and sustaining superior performance
TL;DR: Porter's concept of the value chain disaggregates a company into "activities", or the discrete functions or processes that represent the elemental building blocks of competitive advantage as discussed by the authors, has become an essential part of international business thinking, taking strategy from broad vision to an internally consistent configuration of activities.
Book
Competitive Advantage: Creating and Sustaining Superior Performance
TL;DR: Porter's concept of the value chain disaggregates a company into "activities", or the discrete functions or processes that represent the elemental building blocks of competitive advantage as mentioned in this paper, has become an essential part of international business thinking, taking strategy from broad vision to an internally consistent configuration of activities.
Book
The External Control of Organizations: A Resource Dependence Perspective
TL;DR: The External Control of Organizations as discussed by the authors explores how external constraints affect organizations and provides insights for designing and managing organizations to mitigate these constraints, and it is the fact of the organization's dependence on the environment that makes the external constraint and control of organizational behavior both possible and almost inevitable.
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The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage
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