ABSTRACT Several studies have identified different types of supply chain integration. However, no... more ABSTRACT Several studies have identified different types of supply chain integration. However, no study has developed the taxonomy of supply chain integration. This study aims to define and measure supply chain integration. Based on three main types of supply chain integration, a taxonomy is developed and the impact of supply chain integration on supply chain performance and financial performance of the firm within the supply chain is investigated. We also examined differences in competitive hostility, trust and relationship commitment for companies with different types of integration. The results show that the companies with a full integration supply chain (high degree of integration with the supplier, customer and internal integration) achieve the best company performance, the best supply chain performance and have the highest degree of trust and relationship commitment with their partners. Companies with a low integration supply chain (all three types of integration are low) achieve the worst company and supply chain performance and have the lowest degree of trust and relationship commitment with their partners. It is also found that competitive hostility is one of the important drivers of supply chain integration. Companies facing higher level of competitive hostility are more likely to have a higher level of supply chain integration.
ABSTRACT Several studies have identified different types of supply chain integration. However, no... more ABSTRACT Several studies have identified different types of supply chain integration. However, no study has developed the taxonomy of supply chain integration. This study aims to define and measure supply chain integration. Based on three main types of supply chain integration, a taxonomy is developed and the impact of supply chain integration on supply chain performance and financial performance of the firm within the supply chain is investigated. We also examined differences in competitive hostility, trust and relationship commitment for companies with different types of integration. The results show that the companies with a full integration supply chain (high degree of integration with the supplier, customer and internal integration) achieve the best company performance, the best supply chain performance and have the highest degree of trust and relationship commitment with their partners. Companies with a low integration supply chain (all three types of integration are low) achieve the worst company and supply chain performance and have the lowest degree of trust and relationship commitment with their partners. It is also found that competitive hostility is one of the important drivers of supply chain integration. Companies facing higher level of competitive hostility are more likely to have a higher level of supply chain integration.
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