BishtRef
Articles Journals Publishers Authors Subjects Most Cited New Papers Year Stats Open Access
journal article Dec 16, 2014

Assessing the contingent effects of collaboration on agility performance in buyer–supplier relationships

Sriram Narayanan ORCID Ram Narasimhan Tobias Schoenherr ORCID
Journal of Operations Management Vol. 33-34 No. 1 pp. 140-154 · Wiley
View at Publisher Save 10.1016/j.jom.2014.11.004
Abstract
AbstractSeveral studies in the buyer–supplier relationship literature have addressed the impact of collaboration on agility performance. While some studies have concluded that collaboration leads to beneficial effects, others have questioned the positive effects of collaboration on relationship performance. Drawing on contingency theory and transaction cost economics (TCE), we seek to better understand the linkage among collaboration, trust and agility performance in a buyer–supplier relationship. Further, we study the contingent influence of requirements certainty and supplier asset specificity, two key TCE constructs in buyer–supplier relationships, on the collaboration–agility performance relationship. We show that while trust mediates the impact of collaboration on agility performance, the indirect effect of collaboration on agility performance via trust is significant only beyond a threshold level of collaboration. The theoretical implication of this result is that the performance relationship is non‐linear, a result that has not been recognized in current literature. The practical implication is that organizations need to establish a certain level of collaboration before its positive impact can be realized. In addition, we show that the impact of collaboration on agility performance in buyer–supplier sourcing relationships can be positive, negative or neutral depending on the levels of trust, supplier asset specificity and requirements certainty, emphasizing the need to develop contingency theories.
Topics

No keywords indexed for this article. Browse by subject →

References
132
[1]
Anderson E. "The dark side of close relationships" MIT Sloan Manage. Rev. (2005)
[2]
Structural equation modeling in practice: A review and recommended two-step approach.

James C. Anderson, David W. Gerbing

Psychological Bulletin 10.1037/0033-2909.103.3.411
[4]
Strategic Cost Management in Supply Chains, Part 1: Structural Cost Management

Shannon W. Anderson, Henri C. Dekker

Accounting Horizons 10.2308/acch.2009.23.2.201
[8]
The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations.

Reuben M. Baron, David A. Kenny

Journal of Personality and Social Psychology 10.1037/0022-3514.51.6.1173
[9]
Barrar P. (2006)
[11]
Blau P.M. (1964)
[12]
Browne M.W. (1993)
[14]
Supply chain collaboration: Impact on collaborative advantage and firm performance

Mei Cao, Qingyu Zhang

Journal of Operations Management 10.1016/j.jom.2010.12.008
[15]
Carr A.S. "Strategically managed buyer–supplier relationships and performance outcomes" J. Oper. Manage. (1998) 10.1016/s0272-6963(99)00007-8
[20]
Cohen J. (2003)
[21]
Cohen L. (2006)
[25]
Davidson R. (2009)
[35]
The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage

Jeffrey H. Dyer, Harbir Singh

The Academy of Management Review 10.2307/259056
[36]
Economist Intelligence Unit.The Role of Trust in Business Collaboration.2008 Available from:http://www.worldwork.biz/legacy/www/downloads/role_of_trust.pdf(accessed 04.06.14)
[37]
Ellram L.M. "Partnering characteristics: a dyadic perspective" J. Bus. Logist. (1995)
[38]
Evaluating Structural Equation Models with Unobservable Variables and Measurement Error

Claes Fornell, David F. Larcker

Journal of Marketing Research 10.1177/002224378101800104
[42]
Goldman S.L. (1994)
[45]
Gottfredson M. "Strategic sourcing: from periphery to the core" Harv. Bus. Rev. (2005)
[47]
Economic Action and Social Structure: The Problem of Embeddedness

Mark Granovetter

American Journal of Sociology 10.1086/228311
[50]
Transaction cost framework in operations and supply chain management research: theory and measurement

Varun Grover, Manoj K. Malhotra

Journal of Operations Management 10.1016/s0272-6963(03)00040-8

Showing 50 of 132 references

Cited By
177
A contingency view on the impact of supplier development on design and conformance quality performance

Hamid Salimian, Mona Rashidirad · 2017

Production Planning & Control
Metrics
177
Citations
132
References
Details
Published
Dec 16, 2014
Vol/Issue
33-34(1)
Pages
140-154
License
View
Authors
S
Sriram Narayanan

Department of Supply Chain Management Broad College of Business, Michigan State University East Lansing Michigan USA

R
Ram Narasimhan
T
Tobias Schoenherr

Michigan State University

Cite This Article
Sriram Narayanan, Ram Narasimhan, Tobias Schoenherr (2014). Assessing the contingent effects of collaboration on agility performance in buyer–supplier relationships. Journal of Operations Management, 33-34(1), 140-154. https://doi.org/10.1016/j.jom.2014.11.004
Related

You May Also Like

The impact of supply chain integration on performance: A contingency and configuration approach

Barbara B. Flynn, Baofeng Huo · 2009

2,391 citations

Relationships between operational practices and performance among early adopters of green supply chain management practices in Chinese manufacturing enterprises

Qinghua Zhu, Joseph Sarkis · 2004

2,074 citations

Lean manufacturing: context, practice bundles, and performance

Rachna Shah, Peter T Ward · 2002

1,842 citations

Arcs of integration: an international study of supply chain strategies

Markham T. Frohlich, Roy Westbrook · 2001

1,701 citations

Towards a theory of supply chain management: the constructs and measurements

Injazz J Chen, Antony Paulraj · 2004

1,618 citations