International Journal of Production Economics
Quality management has received increasing attention in supply chain management. The concept of supply chain quality integration (SCQI) is used to explain how a focal manufacturer integrates with its upstream suppliers and downstream customers for quality improvement. Although the contingent effects of SCQI on quality-related performance have been studied, SCQI patterns and their relationships with performance remain unknown. Using data collected from 317 manufacturers across 10 countries, this study adopts a configuration approach to identify SCQI patterns and their relationships with quality-related performance. Five SCQI patterns composed of different levels of supplier, internal, and customer quality integration are identified. We describe these SCQI patterns in terms of the strength and balance of manufacturers’ quality integration. The ANOVA results show that quality-related performance varies according to different SCQI patterns. Interestingly, product quality is not distinguishable across SCQI patterns. Delivery performance is improved in patterns with a high level of balance of quality integration. The cost of quality is lower in patterns with a high level of customer quality integration. Flexibility is achieved in patterns with high balance and strength of quality integration. This study contributes to the supply chain management and quality management literature, and provides suggestions for managers to adopt different SCQI configurations to improve different types of quality-related performance.
International Journal of Production Economics
Supply chain quality management has received increasing attention from researchers and practitioners in recent years. However, the knowledge about the effects of a manufacturer's design and production capabilities on supply chain quality management is limited. In this study, we propose a model to investigate the effects of mass customization and product modularity on supply chain quality integration (i.e. internal, supplier, and customer quality integration) and the impact of supply chain quality integration on competitive performance. We use data collected from 317 global manufacturers to empirically test the conceptual model. The results show that mass customization and product modularity directly improve internal quality integration, and product modularity also improves internal quality integration indirectly through mass customization. Product modularity improves supplier quality integration directly, and both mass customization and product modularity improve supplier quality integration indirectly through internal quality integration. Mass customization improves customer quality integration both directly and indirectly through internal quality integration, and product modularity improves customer quality integration indirectly through mass customization and internal quality integration. We also find that supplier quality integration directly enhances competitive performance, and internal quality integration enhances competitive performance both directly and indirectly through supplier quality integration. Our findings contribute to production and quality management literature and practices.
This study investigates the joint effects of business and political ties, cognitive capital, and institutional support on product innovation performance in China and India. The hypotheses are empirically tested using bootstrap and multiple group structural equation modeling methods, and data collected from 300 Chinese and 200 Indian manufacturers. The results reveal that cognitive capital mediates business ties’ impacts on product innovation performance in both China and India and that institutional support mediates the effects of business and political ties on product innovation performance only in China. The study also finds that political ties increase institutional support in India and that the effect of cognitive capital on product innovation performance is significantly stronger in India than in China. This study clarifies the mechanisms through which business and political ties enhance product innovation performance and generalizes the results in two emerging markets. The cross-country comparison sheds light on the influences of cultural and institutional environments on such mechanisms and provides insights into how to utilize managers’ business and political ties for product innovation in China and India.
Product innovation performance
In its recent anti-corruption campaign, China removed the criminal immunity originally enjoyed by its leaders. Absent fundamental changes in the political institution—in which incumbent leaders, instead of citizens at large, select the next leaders—such a partial reform pays off only if (i) it takes place at the “right” time, (ii) it goes easy on corrupt low-rank officials, and (iii) the government is reasonably centralized. Failing any of these, such a partial reform would lead to rampant corruption throughout the government hierarchy—an outcome far worse than retaining leader immunity.
With the development of Shenzhen mobile phone industry and its foreign trade, more and more supply chain management service companies provide small and medium-sized mobile phone designers (which refer to “project managers” in this case) with supply chain financial services as their core integrated supply chain management services. This case research is based on the Shenzhen SJET supply chain co., LTD. (hereinafter referred to SJET), which is the most outstanding supply chain management service company in Shenzhen. Two associated cases are explored in this study. In the first case, we explore the original intention, the whole picture and the operation logic of SJET’s business model innovation, and analyze how SJET can help the small and medium-sized enterprises to reduce the transaction cost and improve the response speed through the supply chain integration, thus ultimately improving their competitiveness. In the second case, we provide a deeper, systematic exposition of how SJET is able to realize the integration of processes and systems and facilitate the multiple supply chain party coordination, thus ultimately making its innovative business model a big success. In this paper, we attempt to develop an essential understanding of how SJET makes its supply chain financial services and its ecosystem (business model) a big success.
International Journal of Operations & Production Management
The purpose of this paper is to empirically investigate the mechanisms through which absorptive capacity (AC), trust and information systems jointly influence product innovation.
This study proposes a research model to examine the mediating role of AC on the impacts of trust and information systems on product innovation and the moderating roles of trust and information systems on the relationship between AC and product innovation. The hypotheses are empirically tested using regression and bootstrapping methods and data collected from 276 manufacturing firms in China.
This study finds that trust and information systems positively affect product innovation and the effects are fully mediated by AC. AC also significantly enhances product innovation, and the effect is amplified by trust as well as information systems. In addition, the results show that trust and information systems improve AC both individually and interactively.
The findings extend existing knowledge on the antecedents of AC and the contingent conditions under which a manufacturer’s AC is more effective than that of its rivals. The results also clarify the mechanisms through which trust and information systems improve product innovation. This study provides insights into the complex relationships among a manufacturer’s sociotechnical systems, knowledge management processes and new product development, and reveals how to design organisational systems to fully capitalise the value of AC on product innovation.