The Effects of Strategic and Structural Supply Chain Orientation on Operational and Customer-Focused Performance
ABSTRACT Supply chain orientation (SCO), or the implementation of a supply chain management philosophy, consists of two distinct, yet interdependent elements, namely strategic SCO and structural SCO. Strategic SCO involves integrating an SCM philosophy into the firm's strategy development, whil...
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| Veröffentlicht in: | Decision sciences 2013-08, Vol.44 (4), p.713-753 |
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| creator | Patel, Pankaj C. Azadegan, Arash Ellram, Lisa M. |
| description | ABSTRACT
Supply chain orientation (SCO), or the implementation of a supply chain management philosophy, consists of two distinct, yet interdependent elements, namely strategic SCO and structural SCO. Strategic SCO involves integrating an SCM philosophy into the firm's strategy development, while structural SCO encompasses operational‐level behaviors and actions that reflect such a philosophy. This study extends the research on SCO by developing hypotheses on the contingent effects of strategic SCO and structural SCO on a firm's operational and customer‐focused performance. Drawing on the strategy‐structure‐performance framework, the study proposes that strategic SCO and structural SCO positively affect different dimensions of performance and that structural SCO plays a mediating role in the relationship between strategic SCO and performance. These relationships are tested using primary survey data and archival data from 183 manufacturers in the Midwestern US. Results confirm that strategic SCO is associated with both operational performance and customer‐focused performance, but structural SCO is only related to operational performance. Structural SCO acts as a mediator in linking strategic SCO with operational performance and customer‐focused performance and mediation effects are strengthened at higher levels of environmental dynamism. |
| doi_str_mv | 10.1111/deci.12034 |
| format | Article |
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Supply chain orientation (SCO), or the implementation of a supply chain management philosophy, consists of two distinct, yet interdependent elements, namely strategic SCO and structural SCO. Strategic SCO involves integrating an SCM philosophy into the firm's strategy development, while structural SCO encompasses operational‐level behaviors and actions that reflect such a philosophy. This study extends the research on SCO by developing hypotheses on the contingent effects of strategic SCO and structural SCO on a firm's operational and customer‐focused performance. Drawing on the strategy‐structure‐performance framework, the study proposes that strategic SCO and structural SCO positively affect different dimensions of performance and that structural SCO plays a mediating role in the relationship between strategic SCO and performance. These relationships are tested using primary survey data and archival data from 183 manufacturers in the Midwestern US. Results confirm that strategic SCO is associated with both operational performance and customer‐focused performance, but structural SCO is only related to operational performance. Structural SCO acts as a mediator in linking strategic SCO with operational performance and customer‐focused performance and mediation effects are strengthened at higher levels of environmental dynamism.</description><identifier>ISSN: 0011-7315</identifier><identifier>EISSN: 1540-5915</identifier><identifier>DOI: 10.1111/deci.12034</identifier><identifier>CODEN: DESCDQ</identifier><language>eng</language><publisher>Atlanta: Blackwell Publishing Ltd</publisher><subject>Customer services ; Customer-Focused Performance ; Customers ; Mediation ; Operational Performance ; Operations research ; Philosophy ; Strategic management ; Strategic SCO ; Strategic studies ; Strategy-Structure-Performance (SSP) theory ; Structural SCO ; Studies ; Supply chain management ; Supply Chain Orientation (SCO)</subject><ispartof>Decision sciences, 2013-08, Vol.44 (4), p.713-753</ispartof><rights>2013 The Authors Decision Sciences Journal © 2013 Decision Sciences Institute</rights><rights>Copyright American Institute for Decision Sciences Aug 2013</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c4264-da06ed0b851e63b4839e320f9c3287b7ab57f9b10fa15e5c9493946e2434a163</citedby><cites>FETCH-LOGICAL-c4264-da06ed0b851e63b4839e320f9c3287b7ab57f9b10fa15e5c9493946e2434a163</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://onlinelibrary.wiley.com/doi/pdf/10.1111%2Fdeci.12034$$EPDF$$P50$$Gwiley$$H</linktopdf><linktohtml>$$Uhttps://onlinelibrary.wiley.com/doi/full/10.1111%2Fdeci.12034$$EHTML$$P50$$Gwiley$$H</linktohtml><link.rule.ids>314,780,784,1417,27924,27925,45574,45575</link.rule.ids></links><search><creatorcontrib>Patel, Pankaj C.</creatorcontrib><creatorcontrib>Azadegan, Arash</creatorcontrib><creatorcontrib>Ellram, Lisa M.</creatorcontrib><title>The Effects of Strategic and Structural Supply Chain Orientation on Operational and Customer-Focused Performance</title><title>Decision sciences</title><addtitle>Decision Sciences</addtitle><description>ABSTRACT
Supply chain orientation (SCO), or the implementation of a supply chain management philosophy, consists of two distinct, yet interdependent elements, namely strategic SCO and structural SCO. Strategic SCO involves integrating an SCM philosophy into the firm's strategy development, while structural SCO encompasses operational‐level behaviors and actions that reflect such a philosophy. This study extends the research on SCO by developing hypotheses on the contingent effects of strategic SCO and structural SCO on a firm's operational and customer‐focused performance. Drawing on the strategy‐structure‐performance framework, the study proposes that strategic SCO and structural SCO positively affect different dimensions of performance and that structural SCO plays a mediating role in the relationship between strategic SCO and performance. These relationships are tested using primary survey data and archival data from 183 manufacturers in the Midwestern US. Results confirm that strategic SCO is associated with both operational performance and customer‐focused performance, but structural SCO is only related to operational performance. Structural SCO acts as a mediator in linking strategic SCO with operational performance and customer‐focused performance and mediation effects are strengthened at higher levels of environmental dynamism.</description><subject>Customer services</subject><subject>Customer-Focused Performance</subject><subject>Customers</subject><subject>Mediation</subject><subject>Operational Performance</subject><subject>Operations research</subject><subject>Philosophy</subject><subject>Strategic management</subject><subject>Strategic SCO</subject><subject>Strategic studies</subject><subject>Strategy-Structure-Performance (SSP) theory</subject><subject>Structural SCO</subject><subject>Studies</subject><subject>Supply chain management</subject><subject>Supply Chain Orientation (SCO)</subject><issn>0011-7315</issn><issn>1540-5915</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2013</creationdate><recordtype>article</recordtype><recordid>eNp90E-L1DAYBvAgCo6rFz9BwIsIXfO_k6PUmd2FZUbYAb2FNH3jZu00NUnR-fa2O-rBgyEQXvg9gfdB6DUll3Q-7ztw4ZIywsUTtKJSkEpqKp-iFSGUVjWn8jl6kfMDIURJwVdoPNwD3ngPrmQcPb4ryRb4Ghy2Q7dMkytTsj2-m8axP-Hm3oYB71OAodgS4oDnux8hPQ6zW2LNlEs8Qqq20U0ZOvwJko_paAcHL9Ezb_sMr36_F-iw3Rya6-p2f3XTfLitnGBKVJ0lCjrSriUFxVux5ho4I147ztZ1W9tW1l63lHhLJUinheZaKGCCC0sVv0Bvz9-OKX6fIBdzDNlB39sB4pQNFYKuieJcz_TNP_QhTmneZVFMM1VTzWb17qxcijkn8GZM4WjTyVBilu7N0r157H7G9Ix_hB5O_5Hm46a5-ZOpzpmQC_z8m7Hpm1E1r6X5vLsyuy2XO8a-mGv-C2XBlRM</recordid><startdate>201308</startdate><enddate>201308</enddate><creator>Patel, Pankaj C.</creator><creator>Azadegan, Arash</creator><creator>Ellram, Lisa M.</creator><general>Blackwell Publishing Ltd</general><general>American Institute for Decision Sciences</general><scope>BSCLL</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>7SC</scope><scope>7TB</scope><scope>8BJ</scope><scope>8FD</scope><scope>FQK</scope><scope>FR3</scope><scope>JBE</scope><scope>JQ2</scope><scope>L7M</scope><scope>L~C</scope><scope>L~D</scope></search><sort><creationdate>201308</creationdate><title>The Effects of Strategic and Structural Supply Chain Orientation on Operational and Customer-Focused Performance</title><author>Patel, Pankaj C. ; Azadegan, Arash ; Ellram, Lisa M.</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c4264-da06ed0b851e63b4839e320f9c3287b7ab57f9b10fa15e5c9493946e2434a163</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2013</creationdate><topic>Customer services</topic><topic>Customer-Focused Performance</topic><topic>Customers</topic><topic>Mediation</topic><topic>Operational Performance</topic><topic>Operations research</topic><topic>Philosophy</topic><topic>Strategic management</topic><topic>Strategic SCO</topic><topic>Strategic studies</topic><topic>Strategy-Structure-Performance (SSP) theory</topic><topic>Structural SCO</topic><topic>Studies</topic><topic>Supply chain management</topic><topic>Supply Chain Orientation (SCO)</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Patel, Pankaj C.</creatorcontrib><creatorcontrib>Azadegan, Arash</creatorcontrib><creatorcontrib>Ellram, Lisa M.</creatorcontrib><collection>Istex</collection><collection>CrossRef</collection><collection>Computer and Information Systems Abstracts</collection><collection>Mechanical & Transportation Engineering Abstracts</collection><collection>International Bibliography of the Social Sciences (IBSS)</collection><collection>Technology Research Database</collection><collection>International Bibliography of the Social Sciences</collection><collection>Engineering Research Database</collection><collection>International Bibliography of the Social Sciences</collection><collection>ProQuest Computer Science Collection</collection><collection>Advanced Technologies Database with Aerospace</collection><collection>Computer and Information Systems Abstracts Academic</collection><collection>Computer and Information Systems Abstracts Professional</collection><jtitle>Decision sciences</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Patel, Pankaj C.</au><au>Azadegan, Arash</au><au>Ellram, Lisa M.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>The Effects of Strategic and Structural Supply Chain Orientation on Operational and Customer-Focused Performance</atitle><jtitle>Decision sciences</jtitle><addtitle>Decision Sciences</addtitle><date>2013-08</date><risdate>2013</risdate><volume>44</volume><issue>4</issue><spage>713</spage><epage>753</epage><pages>713-753</pages><issn>0011-7315</issn><eissn>1540-5915</eissn><coden>DESCDQ</coden><abstract>ABSTRACT
Supply chain orientation (SCO), or the implementation of a supply chain management philosophy, consists of two distinct, yet interdependent elements, namely strategic SCO and structural SCO. Strategic SCO involves integrating an SCM philosophy into the firm's strategy development, while structural SCO encompasses operational‐level behaviors and actions that reflect such a philosophy. This study extends the research on SCO by developing hypotheses on the contingent effects of strategic SCO and structural SCO on a firm's operational and customer‐focused performance. Drawing on the strategy‐structure‐performance framework, the study proposes that strategic SCO and structural SCO positively affect different dimensions of performance and that structural SCO plays a mediating role in the relationship between strategic SCO and performance. These relationships are tested using primary survey data and archival data from 183 manufacturers in the Midwestern US. Results confirm that strategic SCO is associated with both operational performance and customer‐focused performance, but structural SCO is only related to operational performance. Structural SCO acts as a mediator in linking strategic SCO with operational performance and customer‐focused performance and mediation effects are strengthened at higher levels of environmental dynamism.</abstract><cop>Atlanta</cop><pub>Blackwell Publishing Ltd</pub><doi>10.1111/deci.12034</doi><tpages>41</tpages></addata></record> |
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| subjects | Customer services Customer-Focused Performance Customers Mediation Operational Performance Operations research Philosophy Strategic management Strategic SCO Strategic studies Strategy-Structure-Performance (SSP) theory Structural SCO Studies Supply chain management Supply Chain Orientation (SCO) |
| title | The Effects of Strategic and Structural Supply Chain Orientation on Operational and Customer-Focused Performance |
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