Search results

Seeks to show how developing countries are becoming important links in global sourcing networks. However, inefficient functioning of governments as customs‐clearance agents adversely impacts the flow of goods to and from these countries. This uncertainty not only impacts firms in the developing countries, but also seeps into the global supply networks in which these firms participate. Existing strategic supplier partnership (SSP) models do not address the role of government.

This paper utilizes observations gathered from a field study to understand better the mechanisms that companies use to cope with government‐induced import uncertainty. The paper draws insights from a buyer‐buyer collaboration mechanism found among a few firms in the printed circuit board manufacturing industry in India. To generalize the findings to other settings, the paper investigates how such a mechanism came to be, and how others in different settings might benefit from similar mechanisms.

The paper advances nine theoretically grounded propositions regarding other situations in which such buyer‐buyer collaboration may be suitable in other industries or countries.

The propositions advanced here need to be subjected to empirical examination, to test and extend the theory's boundaries to other industries and countries. Several “original” concepts generated here need to be developed into researchable constructs, and valid, reliable instruments need to be generated.

The propositions advanced here regarding buyer‐buyer cooperation among competing firms represent a clear extension of the traditional buyer‐supplier cooperation extensively studied in SSP models. Moreover, the results are highly usable and add value to supply chain practices.

The purpose of this article is to study the effect of employee involvement (EI) practices on quality comprehensively.

This paper views the EI domain as sets of related practices interacting within a hierarchy. Using survey data, the paper tests a model of higher order practices building on a foundation of lower order practices to affect quality.

The results support a hierarchical conceptualisation of EI practices. Some practices are found to be more effective than others, yet even the less effective EI practices serve a supportive purpose.

The model was analyzed from a predictive perspective, using a relatively small sample. Rather than simply identifying some EI practices as more effective than others, it is important to view the practices as being interrelated.

Cherry‐picking only the most effective EI practices may not work. Managers must first install a foundation of less effective practices.

EI is recognised as an important enabler of quality management initiatives. Yet, much of this support is based on normative and untested prescriptions. This paper provides such a test. The paper models the entire EI domain, as sets of related practices rather than a hodgepodge of sporadic individual practices. Further, the paper presents a unique conceptualisation of an EI hierarchy.