Purpose
Additive Manufacturing offers much potential for industry, but at the same time is likely to have a significant impact on supply chain theory and practice. To-date there has been limited ...empirical work exploring the effect of Additive Manufacturing, and this study aims to provide a detailed appraisal of how supply chain integration, supply chain performance and firm performance may be affected by the adoption of Additive Manufacturing. These are critical factors for supply chain management, but have received little quantified attention to date.
Design/methodology/approach
A theoretical model is developed from a detailed review of the literature, from which a quantitative analysis is performed. Using data collected from 124 automotive manufacturers in European Union and the partial least square- structural equation modeling method, the research examines the relationships among different dimensions of supply chain integration, supply chain performance and firm performance from the perspective of Additive Manufacturing adoption.
Findings
The findings indicate that Additive Manufacturing adoption positively influences supply chain performance and as a consequence, firm performance. In addition, supporting the resource-based view perspective, the results show a positive indirect effect of supply chain integration on the supply chain and firm performance improvements, enabled by the Additive Manufacturing adoption. This helps to explain some inconsistent findings in previous research regarding the impacts of supply chain integration on performance.
Research limitations/implications
The results of this study support the view that Additive Manufacturing can make a positive contribution to the supply chain, but this is not achieved solely by the technologies alone. Many of the traditional activities of supply chain management (i.e. integration) are still needed when using Additive Manufacturing, and research needs to understand whether Additive Manufacturing adoption will necessitate changes to the way these traditional activities are undertaken. Building on the findings of the current study, much more work is therefore needed to understand how operations within the supply chain may be changed, and how this may affect the integration and performance of the supply chain.
Practical implications
This study provides quantitative evidence to show that the adoption of Additive Manufacturing has the potential to affect both firm and supply chain performance. This is significant for those companies considering the adoption of Additive Manufacturing, and may serve as a valuable insight in the strategic decision-making process. For those already using Additive Manufacturing, this study serves to underline the potential for firm performance to be influenced, by focusing on improvements to their production strategies and policies.
Originality/value
This study provides an initial insight into some fundamental supply chain concepts within an Additive Manufacturing context, which have received very little research attention. It develops a novel conceptual model, and through a large-scale industry survey provides quantified evidence of the impact of Additive Manufacturing on the supply chain. To date, much of the supply chain research is exploratory and qualitative; the quantitative evidence presented in this work, therefore, makes an important and original contribution to both research and practice.
The main intent of the article is to explore whether assumed research and development (R&D) product development key performance indicators (KPIs) are in relationship with a company’s performance, as ...well as to determine the impact of R&D product development KPIs to predicting company performance. The presented research was carried out on a sample of 196 manufacturing food companies in the Republic of Serbia. Statistical techniques of correlation and multiple regression analysis were applied. Results show that all analysed R&D product development KPIs have significant impact on company performance displayed by ROA, ROE and EBITDA margin.
There is a great deal of literature regarding the performance of listed companies during periods of financial distress and/or financial crisis. However, very few of them considered the interaction of ...companies and its impact on performance. This paper introduces network structure and a spatial quantile autoregressive model to study the heterogeneous effect of exogenous variables on the different quantiles of company performance during COVID-19 pandemic. We find that the interconnectedness between listed companies in China changed significantly after the outbreak of COVID-19. The pandemic outbreak, as well as company size, robustness of the supply chain, and other exogenous variables, significantly affect company performance. In addition, we identify four major drivers of company performance from the perspective of spatial analysis. We also find that the impact of explanatory variables shows distributional heterogeneity.
•We introduce a network structure in the study of company performance.•Significant network structural change is induced by the COVID-19 outbreak.•A spatial quantile autoregressive model is proposed with a panel data structure.•We find different significant variables under different quantile levels.•We identify the 4 most important determinants for company performance.
Purpose - This paper aims to simultaneously examine the impact of three types of supply chain integration (SCI) on three types of company performance from the perspective of organizational ...capability.Design methodology approach - Using data collected from 617 companies in China and the structural equation modelling method, the research investigates the relationships among internal integration, customer integration, supplier integration, supplier-oriented performance, customer-oriented performance, and financial performance from the perspective of organizational capability.Findings - The results show that internal integration improves external integration and that internal and external integration directly and indirectly enhance company performance. In addition, full or partial mediating effects among SCI and company performance are identified, and therefore explain the inconsistent findings in previous studies regarding the impacts of SCI on performance.Originality value - This study contributes to SCI, organizational capability theory literature, and SCI practices.
Gender policies on board of directors and sustainable development Valls Martínez, María del Carmen; Cruz Rambaud, Salvador; Parra Oller, Isabel María
Corporate social-responsibility and environmental management,
November/December 2019, 2019-11-00, 20191101, Volume:
26, Issue:
6
Journal Article
Peer reviewed
Open access
Gender policies concerning the composition of board of directors are included in the legislation of many countries, especially promoted by the European Commission to reach gender equality in the ...processes of decision making. On the other hand, in the last decades, sustainable development problems caused by economic progress have enhanced the interest in environmental policies. Using the data from top Spanish listed companies, from 2003 to 2017, we test if the higher number of women on their board influences corporate social responsibility (CSR), through the disclosure of reports following the Global Reporting Initiative guidelines and the inclusion in the Dow Jones Sustainability Index. By using probit models and instrumental variable estimation to address endogeneity and reverse causality problems, we find that the female presence in management positions is positively linked to a voluntary disclosure of CSR reports and the inclusion in a sustainability index, which supports gender legislation.
Purpose
The purpose of this paper is to examine the moderating factors that could affect the relationship between coopetition (the interplay between cooperation and competition) and company ...performance.
Design/methodology/approach
Under the relational view and resource-based theory, key articles surrounding coopetition were reviewed. A conceptual framework (with six research propositions) was developed to understand the nature of the relationship between coopetition and company performance.
Findings
While the coopetition – company performance relationship has been well-studied, this link could be moderated by the competitive business environment, organizational resources and capabilities, and trust between rivals. Further, most authors have explored the linear relationship between coopetition and company performance; however, in this paper, the non-linear (inverted U-shaped) link is also conceptualized, whereby firms might experience “too little” and “too much” coopetition in their business strategies.
Practical implications
Management teams should engage in an “optimal-level” of coopetition by sharing resources and capabilities with rival firms, but not to the extent where they depend on such competitors. If firms rarely collaborate with their competitors, they risk not being able to achieve their performance objectives. Likewise, if businesses engage in excessive degrees of coopetition, there could be tensions between the rival companies involved. Also, practitioners should be aware of the factors that can improve or reduce their performance when they implement coopetition activities. By taking: the competitive business environment, organizational resources and capabilities, and trust between rivals into consideration, the themes of this paper should be used to help managers to maximize company performance (considered in multiple capacities).
Originality/value
This paper is used to help scholars and practitioners to understand the factors that could help or hinder the performance outcomes of coopetition activities. By appreciating the moderating roles of the competitive business environment, organizational resources and capabilities, and trust between rivals, managers are anticipated to provide themselves with scope to alter their coopetition activities to improve their performance. This article ends with a series of managerial implications, alongside some limitations and avenues for future research.
Purpose
This study aims to examine the interrelationships among business process management (BPM), supply chain collaboration (SCC), collaborative advantage and organisational performance.
...Design/methodology/approach
Data were collected from 204 manufacturing firms in Thailand, and the interrelationships proposed in the framework were tested via structural equation modelling.
Findings
This study highlights the role of intra- and inter-organisational practices and clearly demonstrates the joint role and impact of BPM and SCC, respectively. The results provide empirical evidence that BPM improves both organisational performance and collaborative activities. Also, SCC and collaborative advantage can have indirect positive impacts on organisational performance.
Research limitations/implications
This work could be expanded by adopting a supplementary dyadic or extended supply chain (SC) approach and could also consider contextual factors, which were outside of the scope of this study.
Practical implications
The BPM approach has a positive impact on organisational performance, which is essential for collaborative activities between a firm and its SC partners. Further, effective BPM and SCC practices lead to enhanced performance and collaborative benefits. Practitioners should be better able to define and measure specific actions relating to their BPM and SCC practices.
Originality value
This paper stresses the need to consider the interrelationships between BPM, SCC, collaborative advantage and organisational performance for both direct and indirect effects. Rather than focusing only on improvement at individual firm level, SCC is vital to compete in the market. Improving the effectiveness of SC allows higher organisational performance levels than those that could be achieved in isolation.
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