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Article
Publication date: 3 April 2017

Evelyne Vanpoucke, Ann Vereecke and Steve Muylle

Companies increasingly exchange information to work more closely with supply chain partners. Although information exchange is a critical element for up- and downstream…

6157

Abstract

Purpose

Companies increasingly exchange information to work more closely with supply chain partners. Although information exchange is a critical element for up- and downstream partnerships, the purpose of this paper is to indicate that it is not a guarantee for improved performance and should be combined with other integration tactics to fully capture its benefits.

Design/methodology/approach

Using a global sample in the industrial sector, a moderated mediation framework for both upstream and downstream integration, which links integration tactics to operational performance, was empirically tested.

Findings

This research shows that operational integration is indispensable to capture the benefits of information exchange. In addition, it points out that the impact of the use of information technology (IT) is stronger for upstream integration.

Practical implications

While the data show that the use of IT significantly improves the delivery performance in the supply chain, it also signals to managers how and when to invest in supply chain integration tactics.

Originality/value

This paper contributes to a better understanding of the supply chain integration-performance link, by clarifying some of the inconsistencies in previous literature and by simultaneously analyzing upstream and downstream implications.

Details

International Journal of Operations & Production Management, vol. 37 no. 4
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 November 2006

Ann Vereecke and Steve Muylle

The purpose of this paper is to empirically test the relationship between supply chain (SC) collaboration and performance improvement.

8471

Abstract

Purpose

The purpose of this paper is to empirically test the relationship between supply chain (SC) collaboration and performance improvement.

Design/methodology/approach

In keeping with the extant literature, hypotheses were developed incorporating dimensions of supplier and customer collaboration and performance improvement. Factor analysis and linear statistical models for correlation and analysis of variance were used to test the hypotheses with IMSS 2001 data on 374 firms from the engineering/assembly industry across 11 European countries.

Findings

Only weak empirical support was found for the hypothesized positive relationships between supplier (or customer) collaboration and performance improvement. There was partial empirical support for the impact of collaboration, both with suppliers and customers, on rates of improvement. For information exchange, performance improvement in respect of cost, flexibility, quality, and procurement was supported, whereas for structural collaboration, only improvement in respect of flexibility and procurement was supported. There was strong empirical support for the hypothesized higher levels of collaboration among companies showing higher performance improvement.

Research limitations/implications

Using cross‐sectional (versus longitudinal), perceptual (rather than absolute) data, coming from a principal firm (rather than from each collaborative entity).

Practical implications

This study indicates that firms need to adopt a concerted approach to collaboration both with suppliers and customers in order to reap maximum performance improvement benefits in the area of cost, flexibility, quality, delivery, procurement, and time‐to‐market.

Originality/value

This study goes beyond analytical modeling and case‐study research on the relationship between SC collaboration and performance improvement and offers industry‐based empirical results on consolidated practical and theoretical insights.

Details

International Journal of Operations & Production Management, vol. 26 no. 11
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 16 October 2009

Christer Karlsson and Chris Voss

In 2009, the European Operations Management Association (EurOMA) celebrates its 15th anniversary and its precursor, the UK OMA, its 25th anniversary. The purpose of this paper is…

2360

Abstract

Purpose

In 2009, the European Operations Management Association (EurOMA) celebrates its 15th anniversary and its precursor, the UK OMA, its 25th anniversary. The purpose of this paper is to review the origins and foundations of today's EurOMA and how it has progressed to being a vibrant and successful organisation.

Design/methodology/approach

The review draws on archived documents, especially newsletters and board minutes, as well as memories of all of those involved.

Findings

The review shows an important evolution from two groups of like minded individuals, through building annual conferences and brings these together as one. It then shows how it has evolved both through formalisation of its activities, building international links and, most importantly, developing a portfolio of activities to develop and support young researchers.

Research limitations/implications

Where records are not available, the paper draws on individual memories of events from a long time ago.

Originality/value

As well as providing an invaluable record, it can provide a model for the development of similar organisations.

Details

International Journal of Operations & Production Management, vol. 29 no. 11
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 March 2000

Chanaka Jayawardhena and Paul Foley

The Internet is gaining popularity as a delivery channel in the banking sector. At the same time, customer needs are changing. A total of 12 Internet banking operations in the UK…

30549

Abstract

The Internet is gaining popularity as a delivery channel in the banking sector. At the same time, customer needs are changing. A total of 12 Internet banking operations in the UK are analysed under customer empowerment functions and Internet banking Web attributes. Internet banking renders location and time irrelevant, and empowers customers with greater control of their accounts. Banks achieve cost and efficiency gains in a large number of operational areas.

Details

Internet Research, vol. 10 no. 1
Type: Research Article
ISSN: 1066-2243

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Article
Publication date: 1 April 2003

Despina A. Karayanni and George A. Baltas

This paper addresses the effectiveness of Web site capabilities. It is intended to empirically determine the importance of site properties for Internet sales performance. More…

4392

Abstract

This paper addresses the effectiveness of Web site capabilities. It is intended to empirically determine the importance of site properties for Internet sales performance. More specifically, we consider the relationship of characteristics such as navigability, interactivity, multimedia design and marketing communications content with sales attributed to the Internet. Advanced econometric modeling of cross‐section data on business‐to‐business firms demonstrates that interactive responsiveness of the site, enabling customized interactive programs and club membership, fast‐downloading multimedia, such as frames and animation, corporate information stressing corporate positioning and active information submission on behalf of the target audience may influence sales performance. Important implications for optimization of business‐to‐business Internet strategies are also considered.

Details

Marketing Intelligence & Planning, vol. 21 no. 2
Type: Research Article
ISSN: 0263-4503

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