Supply chain integration capability: an organizational routine perspective

Previous research suggests that the inconsistent results about the relationship between supplier chain integration and performance are due to incomplete and inappropriate conceptualization of supply chain integration dimensions. Therefore, since the resource-based view has been recognized as the mos...

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Autores:: Escorcia-Caballero, Juan P.
Moreno-Luzon, Maria D.
Chams-Anturi, Odette

Tipo de recurso:: Article of journal

Fecha de publicación:: 2019

Institución:: Corporación Universidad de la Costa

Repositorio:: REDICUC - Repositorio CUC

Idioma:: eng

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network_acronym_str	RCUC2
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repository_id_str
dc.title.spa.fl_str_mv	Supply chain integration capability: an organizational routine perspective
title	Supply chain integration capability: an organizational routine perspective
spellingShingle	Supply chain integration capability: an organizational routine perspective Organizational routines Organizational capabilities Supply chain management Supply chain integration Firm performance
title_short	Supply chain integration capability: an organizational routine perspective
title_full	Supply chain integration capability: an organizational routine perspective
title_fullStr	Supply chain integration capability: an organizational routine perspective
title_full_unstemmed	Supply chain integration capability: an organizational routine perspective
title_sort	Supply chain integration capability: an organizational routine perspective
dc.creator.fl_str_mv	Escorcia-Caballero, Juan P. Moreno-Luzon, Maria D. Chams-Anturi, Odette
dc.contributor.author.spa.fl_str_mv	Escorcia-Caballero, Juan P. Moreno-Luzon, Maria D. Chams-Anturi, Odette
dc.subject.spa.fl_str_mv	Organizational routines Organizational capabilities Supply chain management Supply chain integration Firm performance
topic	Organizational routines Organizational capabilities Supply chain management Supply chain integration Firm performance
description	Previous research suggests that the inconsistent results about the relationship between supplier chain integration and performance are due to incomplete and inappropriate conceptualization of supply chain integration dimensions. Therefore, since the resource-based view has been recognized as the most suitable framework to understand these capabilities, we identify and examine routines bundles that make up them. This paper contributes to expand the organizational routines research and provide theoretical guideline for future research in the supply chain management field.
publishDate	2019
dc.date.issued.none.fl_str_mv	2019-10
dc.date.accessioned.none.fl_str_mv	2020-02-05T13:29:23Z
dc.date.available.none.fl_str_mv	2020-02-05T13:29:23Z
dc.type.spa.fl_str_mv	Artículo de revista
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dc.identifier.issn.spa.fl_str_mv	2050-7399 2051-3771
dc.identifier.uri.spa.fl_str_mv	http://hdl.handle.net/11323/5994
dc.identifier.instname.spa.fl_str_mv	Corporación Universidad de la Costa
dc.identifier.reponame.spa.fl_str_mv	REDICUC - Repositorio CUC
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identifier_str_mv	2050-7399 2051-3771 Corporación Universidad de la Costa REDICUC - Repositorio CUC
url	http://hdl.handle.net/11323/5994 https://repositorio.cuc.edu.co/
dc.language.iso.none.fl_str_mv	eng
language	eng
dc.relation.references.spa.fl_str_mv	[1] D. Näslund and H. Hulthen, “Supply chain management integration: a critical analysis,” Benchmarking An Int. J., vol. 19, no. 4/5, pp. 481–501, 2012. [2] B. B. Flynn, B. Huo, and X. Zhao, “The impact of supply chain integration on performance: A contingency and configuration approach,” J. Oper. Manag., vol. 28, no. 1, pp. 58–71, 2010. [3] M. C. Becker, “Organizational routines: A review of the literature,” Ind. Corp. Chang., vol. 13, no. 4, pp. 643–677, 2004. [4] M. Day, S. Lichtenstein, and P. Samouel, “Supply management capabilities, routine bundles and their impact on firm performance,” Int. J. Prod. Econ., vol. 164, pp. 1–13, 2015. [5] C. R. Allred, S. E. Fawcett, C. Wallin, and G. M. Magnan, “Organisational capability as a source of competitive advantage,” Decis. Sci., vol. 42, no. 1, pp. 129–161, 2011. [6] J. B. Barney, “Purchasing, supply chain management and sustained competitive advantage: The relevance of resourcebased theory,” J. supply Chain Manag., vol. 48, no. 2, pp. 3–6, 2012. [7] S. D. Hunt and D. F. Davis, “Grounding Supply Chain Management in Resource- Advantage Theory: In Defense of a Resource-Based View of the Firm,” J. supply Chain Manag., vol. 48, no. 2, pp. 14–20, 2012. [8] Z. Wang, B. Huo, Y. Qi, and X. Zhao, “A resource-based view on enablers of supplier integration: evidence from China,” Ind. Manag. Data Syst., vol. 116, no. 3, pp. 416–444, 2016. [9] S. M. Lee and J. S. Rha, “Ambidextrous supply chain as a dynamic capability: building a resilient supply chain,” Manag. Decis., vol. 54, no. 1, pp. 2–23, 2016. [10] N. Fabbe‐Costes and M. Jahre, “Supply chain integration and performance: a review of the evidence,” Int. J. Logist. Manag., vol. 19, no. 2, pp. 130–154, Aug. 2008. [11] C. W. Autry, W. J. Rose, and J. E. Bell, “Reconsidering the Supply Chain Integration-Performance Relationship: In Search of Theoretical Consistency and Clarity,” J. Bus. Logist., vol. 35, no. 3, pp. 275–276, Sep. 2014. [12] G. C. Stevens and M. Johnson, “Integrating the Supply Chain … 25 years on,” Int. J. Phys. Distrib. Logist. Manag., vol. 46, no. 1, pp. 19–42, Feb. 2016. [13] M. Cao and Q. Zhang, “Supply chain collaboration: Impact on collaborative advantage and firm performance,” J. Oper. Manag., vol. 29, no. 3, pp. 163–180, 2011. [14] G. N. Nyaga, J. M. Whipple, and D. F. Lynch, “Examining supply chain relationships: Do buyer and supplier perspectives on collaborative relationships differ?,” J. Oper. Manag., vol. 28, no. 2, pp. 101–114, 2010. [15] T. Simatupang and R. Sridharan, “The collaborative supply chain,” Int. J. Logist. Manag., vol. 13, no. 1, pp. 15–30, 2002. [16] C. W. Wong, C. Y. Wong, and S. Boon-Itt, “The combined effects of internal and external supply chain integration on product innovation,” Int. J. Prod. Econ., vol. 146, no. 2, pp. 566–574, 2013. [17] B. Huo, “The impact of supply chain integration on company performance: an organizational capability perspective,” Supply Chain Manag. An Int. J., vol. 17, no. 6, pp. 596–610, 2012. [18] P. Cousins and B. Menguc, “The implications of socialization and integration in supply chain management,” J. Oper. Manag., vol. 24, no. 5, pp. 604– 620, 2006. [19] Y. He, K. Keung, H. Sun, and Y. Chen, “The impact of supplier integration on customer integration and new product performance : The mediating role of manufacturing flexibility under trust theory,” Int. J. Prod. Econ., vol. 147, pp. 260–270, 2014. [20] C. Homburg and R. Stock, “The link between salespeople’s job satisfaction and customer satisfaction in a business-tobusiness context: A dyadic analysis,” J.Acad. Mark. Sci., vol. 32, no. 2, pp. 144– 158, 2004. [21] X. Koufteros, E. Cheng, and K.-H. L. Lai, “‘Black-box’ and ‘gray-box’ supplier integration in product development: Antecedents, consequences and the moderating role of firm size,” J. Oper. Manag., vol. 25, no. 4, pp. 847–870, 2007. [22] A. K. W. Lau, Supplier and customer involvement on new product performance, vol. 111, no. 6. 2011. [23] K. J. Petersen, R. B. Handfield, and G. L. Ragatz, “Supplier integration into new product development: Coordinating product, process and supply chain design,” J. Oper. Manag., vol. 23, no. 3–4, pp. 371–388, 2005. [24] D. Xu, B. Huo, and L. Sun, “Relationships between intra-organizational resources, supply chain integration and business performance,” Ind. Manag. Data Syst., vol. 114, no. 8, pp. 1186–1206, 2014. [25] M. Pagell, “Understanding the factors that enable and inhibit the integration of operations, purchasing and logistics,” J. Oper. Manag., vol. 22, no. 5, pp. 459–487, 2004. [26] M. Swink and M. 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Barney, “Firm resources and sustained competitive advantage,” J. Manage., vol. 17, no. 1, pp. 99–120, 1991. [32] R. Amit and P. Schoemaker, “Strategic assets and organizational rent,” Strateg. Manag. J., vol. 14, no. 1, pp. 33–46, 1993. [33] D. Teece, G. Pisano, and A. Shuen, “Dynamic capabilities and strategic management,” Strateg. Manag. J., vol. 18, no. 7, pp. 509–533, 1997. [34] M. S. Feldman and B. T. Pentland, “Reconceptualizing Organizational Routines as a Source of Flexibility and Change,” Adm. Sci. Q., vol. 48, no. 1, pp. 94–118, 2003. [35] Z. G. Zacharia, N. W. Nix, and R. F. Lusch, “Capabilities that enhance outcomes of an episodic supply chain collaboration,” J. Oper. Manag., vol. 29, pp. 591–603, 2011. [36] E. Vanpoucke, A. Vereecke, and M. Wetzels, “Developing supplier integration capabilities for sustainable competitive advantage: A dynamic capabilities approach,” J. Oper. Manag., vol. 32, no. 7, pp. 446–461, 2014. [37] M. Swink and A. 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spelling	Escorcia-Caballero, Juan P.Moreno-Luzon, Maria D.Chams-Anturi, Odette2020-02-05T13:29:23Z2020-02-05T13:29:23Z2019-102050-73992051-3771http://hdl.handle.net/11323/5994Corporación Universidad de la CostaREDICUC - Repositorio CUChttps://repositorio.cuc.edu.co/Previous research suggests that the inconsistent results about the relationship between supplier chain integration and performance are due to incomplete and inappropriate conceptualization of supply chain integration dimensions. Therefore, since the resource-based view has been recognized as the most suitable framework to understand these capabilities, we identify and examine routines bundles that make up them. This paper contributes to expand the organizational routines research and provide theoretical guideline for future research in the supply chain management field.Escorcia-Caballero, Juan P.-will be generated-orcid-0000-0001-8425-0266-600Moreno-Luzon, Maria D.-will be generated-orcid-0000-0002-8272-8550-600Chams-Anturi, Odette-will be generated-orcid-0000-0002-8353-7326-600engInternational Journal of Supply Chain ManagementCC0 1.0 Universalhttp://creativecommons.org/publicdomain/zero/1.0/info:eu-repo/semantics/openAccesshttp://purl.org/coar/access_right/c_abf2Organizational routinesOrganizational capabilitiesSupply chain managementSupply chain integrationFirm performanceSupply chain integration capability: an organizational routine perspectiveArtículo de revistahttp://purl.org/coar/resource_type/c_6501http://purl.org/coar/resource_type/c_2df8fbb1Textinfo:eu-repo/semantics/articlehttp://purl.org/redcol/resource_type/ARTinfo:eu-repo/semantics/acceptedVersion[1] D. Näslund and H. Hulthen, “Supply chain management integration: a critical analysis,” Benchmarking An Int. J., vol. 19, no. 4/5, pp. 481–501, 2012.[2] B. B. Flynn, B. Huo, and X. Zhao, “The impact of supply chain integration on performance: A contingency and configuration approach,” J. Oper. Manag., vol. 28, no. 1, pp. 58–71, 2010.[3] M. C. Becker, “Organizational routines: A review of the literature,” Ind. Corp. Chang., vol. 13, no. 4, pp. 643–677, 2004.[4] M. Day, S. Lichtenstein, and P. Samouel, “Supply management capabilities, routine bundles and their impact on firm performance,” Int. J. Prod. Econ., vol. 164, pp. 1–13, 2015.[5] C. R. Allred, S. E. Fawcett, C. Wallin, and G. M. Magnan, “Organisational capability as a source of competitive advantage,” Decis. Sci., vol. 42, no. 1, pp. 129–161, 2011.[6] J. B. Barney, “Purchasing, supply chain management and sustained competitive advantage: The relevance of resourcebased theory,” J. supply Chain Manag., vol. 48, no. 2, pp. 3–6, 2012.[7] S. D. Hunt and D. F. Davis, “Grounding Supply Chain Management in Resource- Advantage Theory: In Defense of a Resource-Based View of the Firm,” J. supply Chain Manag., vol. 48, no. 2, pp. 14–20, 2012.[8] Z. Wang, B. Huo, Y. Qi, and X. Zhao, “A resource-based view on enablers of supplier integration: evidence from China,” Ind. Manag. Data Syst., vol. 116, no. 3, pp. 416–444, 2016.[9] S. M. Lee and J. S. Rha, “Ambidextrous supply chain as a dynamic capability: building a resilient supply chain,” Manag. Decis., vol. 54, no. 1, pp. 2–23, 2016.[10] N. Fabbe‐Costes and M. Jahre, “Supply chain integration and performance: a review of the evidence,” Int. J. Logist. Manag., vol. 19, no. 2, pp. 130–154, Aug. 2008.[11] C. W. Autry, W. J. Rose, and J. E. Bell, “Reconsidering the Supply Chain Integration-Performance Relationship: In Search of Theoretical Consistency and Clarity,” J. Bus. Logist., vol. 35, no. 3, pp. 275–276, Sep. 2014.[12] G. C. Stevens and M. Johnson, “Integrating the Supply Chain … 25 years on,” Int. J. Phys. Distrib. Logist. Manag., vol. 46, no. 1, pp. 19–42, Feb. 2016.[13] M. Cao and Q. Zhang, “Supply chain collaboration: Impact on collaborative advantage and firm performance,” J. Oper. Manag., vol. 29, no. 3, pp. 163–180, 2011.[14] G. N. Nyaga, J. M. Whipple, and D. F. Lynch, “Examining supply chain relationships: Do buyer and supplier perspectives on collaborative relationships differ?,” J. Oper. Manag., vol. 28, no. 2, pp. 101–114, 2010.[15] T. Simatupang and R. Sridharan, “The collaborative supply chain,” Int. J. Logist. Manag., vol. 13, no. 1, pp. 15–30, 2002.[16] C. W. Wong, C. Y. Wong, and S. Boon-Itt, “The combined effects of internal and external supply chain integration on product innovation,” Int. J. Prod. Econ., vol. 146, no. 2, pp. 566–574, 2013.[17] B. Huo, “The impact of supply chain integration on company performance: an organizational capability perspective,” Supply Chain Manag. An Int. J., vol. 17, no. 6, pp. 596–610, 2012.[18] P. Cousins and B. Menguc, “The implications of socialization and integration in supply chain management,” J. Oper. Manag., vol. 24, no. 5, pp. 604– 620, 2006.[19] Y. He, K. Keung, H. Sun, and Y. Chen, “The impact of supplier integration on customer integration and new product performance : The mediating role of manufacturing flexibility under trust theory,” Int. J. Prod. Econ., vol. 147, pp. 260–270, 2014.[20] C. Homburg and R. Stock, “The link between salespeople’s job satisfaction and customer satisfaction in a business-tobusiness context: A dyadic analysis,” J.Acad. Mark. Sci., vol. 32, no. 2, pp. 144– 158, 2004.[21] X. Koufteros, E. Cheng, and K.-H. L. Lai, “‘Black-box’ and ‘gray-box’ supplier integration in product development: Antecedents, consequences and the moderating role of firm size,” J. Oper. Manag., vol. 25, no. 4, pp. 847–870, 2007.[22] A. K. W. Lau, Supplier and customer involvement on new product performance, vol. 111, no. 6. 2011.[23] K. J. Petersen, R. B. Handfield, and G. L. Ragatz, “Supplier integration into new product development: Coordinating product, process and supply chain design,” J. Oper. Manag., vol. 23, no. 3–4, pp. 371–388, 2005.[24] D. Xu, B. Huo, and L. Sun, “Relationships between intra-organizational resources, supply chain integration and business performance,” Ind. Manag. Data Syst., vol. 114, no. 8, pp. 1186–1206, 2014.[25] M. Pagell, “Understanding the factors that enable and inhibit the integration of operations, purchasing and logistics,” J. Oper. Manag., vol. 22, no. 5, pp. 459–487, 2004.[26] M. Swink and M. Song, “Effects of marketing-manufacturing integration on new product development time and competitive advantage,” J. Oper. Manag., vol. 25, no. 1, pp. 203–217, 2007.[27] E. Gubi and J. S. 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