International Journal of Integrated Supply Management
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International Journal of Integrated Supply Management (2 papers in press)
SOURCING STRATEGY ACROSS PRODUCT LIFE CYCLESTAGES: RELEVANCE OF MULTIPLE-MODE GOVERNANCE by Santosh Kumar Mahapatra, Ram Narasimhan, Tomas Hult Abstract: Although researchers have used multiple organization theories such as transaction cost theory (TCT), resource-based view (RBV), social exchange theory (SET) and resource dependence theory (RDT) to understand governance mechanisms used in sourcing, our understanding of the effectiveness of various sourcing governance mechanisms in a dynamic business context have been inadequate. This is partly because the contextual dynamics has not been kept in perspective while utilizing different theories in studies concerning various governance mechanisms. Inadequate consideration of the contextual dynamics has affected the ability to decide the right governance mechanisms over time. As a remedy, we delineate a conceptual framework that considers simultaneous use of multiple modes of governance and their adjustment over time to match the dynamic business contingencies. We incorporate the product life cycle (PLC) framework in characterizing the contextual dynamics of sourcing and use TCT, RBV, SET and RDT tenets to argue that use of multiple-modes of governance can be effective in addressing evolving sourcing needs over time. Our study contributes to theory development by explaining the whys, how and when of multiple-modes governance over time. Managerial implications, limitations and future research opportunities are also discussed. Keywords: Product Life Cycle; Organization Theory; Governance Mechanism; Risk Aversion; Sourcing Strategy.
Integrating Intellectual Capital Across Supply Chains: An Innovation Perspective by Eman Nasr, Kalyani Menon, Hamid Noori Abstract: This paper studies how supply chain knowledge and human factors can be integrated for better innovation performance. It studies the extent to which compatibility in the organizational and human capital held by buyer-seller firms drives radical and incremental innovation amidst relational, social and power dynamics present in the supply chain. The paper introduces two new constructs: organizational capital similarity and human capital similarity. Data was obtained using a web-administered survey of purchasing managers in Canada, and CFA/PLS was used to test the hypotheses. Results indicate that the management of intellectual capital to drive incremental and radical innovation in supply chains should focus on building organizational capital similarity and human capital similarity respectively. Power exercise decreases radical innovation while not impacting incremental innovation; and relational social capital increases both forms of innovation. Keywords: Supply Chain Integration; Supplier Relationships; Supply chain management; Supply Chain Performance/Innovation; Intellectual capital.