Carlo A. Mora-Monge, Jimoh Fatoki, Faruk Arslan and Rupak Rauniar
Grounded on the resource-based and dynamic capability views and the contingency theories, this study examines the direct and indirect effects of web technology training (WTT) and…
Abstract
Purpose
Grounded on the resource-based and dynamic capability views and the contingency theories, this study examines the direct and indirect effects of web technology training (WTT) and web-enabled transaction use (WTU) on business performance (BPE) through internal supply chain integration (ISCI) and supplier supply chain integration (SSCI).
Design/methodology/approach
Based on survey data collected from a sample of 175 respondents in the USA, the authors used structural equation modeling with AMOS 24.0 to test the measurement model for validity, reliability and the conceptual model for hypothesized structural relationships.
Findings
The results reveal that WTT significantly impacts WTU, which, in turn, has a significant direct relationship with BPE. Further, WTU indirectly affects BPE through SSCI. Additionally, ISCI has a significant direct effect on SSCI.
Practical implications
The findings support the relationship between WTT and BPE via WTU SCI. Managers are advised to develop ongoing capabilities in WTT to maximize the value of WTU to enhance the ISCI and SSCI operations, thus leading to improvements in BPE.
Originality/value
The research contributes to the supply chain literature by empirically demonstrating the usefulness of WTT in improving WTU use and BPE through effective ISCI and SSCI.
Details
Keywords
Ogechi Adeola, Obinna S. Muogboh and Jimoh Fatoki
This chapter examines the concept of dual marketing using Quelch's tools for marketing to individual and business customers. The benefits, opportunities and risks involved in the…
Abstract
This chapter examines the concept of dual marketing using Quelch's tools for marketing to individual and business customers. The benefits, opportunities and risks involved in the practice of dual marketing in emerging economies are discussed. The need for organisations to strategically utilise dual marketing to satisfy both categories of customers is further illustrated.