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      Supply chain integration: value creation through managing inter-organizational learning

      , ,
      International Journal of Operations & Production Management
      Emerald

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          Abstract

          Purpose

          The purpose of this paper is to demonstrate how inter-organizational learning (including supply chain learning and imitation prevention) mediates the relationships between supply chain integration (SCI) and two dimensions of focal firm performance (i.e. customer service performance and innovation performance).

          Design/methodology/approach

          A cross-sectional approach was adopted with primary data collected through a survey in China. Data were analyzed using structural equation modeling with partial least-squares estimations.

          Findings

          The findings verify that inter-organizational learning mediates the relationship between SCI and focal firm performance. The results of sub-group model analysis illustrate that both powerful and weak focal firms benefit from inter-organizational learning, but in different ways.

          Research limitations/implications

          The responses were all from young executives who had four years’ work experience on average. Top-level executives may provide more comprehensive and accurate input for similar future research.

          Practical implications

          The results suggest that successfully integrating the supply chain to create customer value requires both supply chain learning and imitation prevention.

          Originality/value

          This paper responds to calls for an inter-disciplinary research between supply chain management and inter-organizational learning by taking into account supply chain learning and imitation prevention as links between SCI and both customer service performance for current success and innovation performance for future prosperity.

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          Most cited references74

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          Common method biases in behavioral research: A critical review of the literature and recommended remedies.

          Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.
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            • Abstract: not found
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            Evaluating Structural Equation Models with Unobservable Variables and Measurement Error

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              • Abstract: found
              • Article: not found

              The moderator-mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations.

              In this article, we attempt to distinguish between the properties of moderator and mediator variables at a number of levels. First, we seek to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating, both conceptually and strategically, the many ways in which moderators and mediators differ. We then go beyond this largely pedagogical function and delineate the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena, including control and stress, attitudes, and personality traits. We also provide a specific compendium of analytic procedures appropriate for making the most effective use of the moderator and mediator distinction, both separately and in terms of a broader causal system that includes both moderators and mediators.
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                Author and article information

                Journal
                International Journal of Operations & Production Management
                IJOPM
                Emerald
                0144-3577
                January 02 2018
                January 02 2018
                : 38
                : 1
                : 211-229
                Article
                10.1108/IJOPM-06-2015-0372
                f64bf3bb-662a-4812-b4ae-6b19be5e153d
                © 2018

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