Session Chair: Dr. Magnus Hultman, Brock University, Canada
Dr. Oluwaseun Olabode, Assistant Professor, University of Bradford, UK
Past research shows that organizations orchestrate various risk mitigation strategies when faced with supply chain disruptions. We examine the impact of supply chain disruptions on operational responsiveness and the various strategic actions that organizations can adopt in the face of disruption. Drawing on transaction cost theory, we empirically test a model that examines bridging and buffering strategies on operational responsiveness in the context of supply chain disruptions on a sample of 205 B2B manufacturing firms in the United Kingdom. We find that when supply chain disruptions occur, bridging strategies are more beneficial than buffering strategies in facilitating operational responsiveness. Furthermore, a combination of bridging and buffering strategies does not significantly impact operational responsiveness during supply chain disruptions. The implications of these findings are discussed and future research avenues are proposed.
Dr. Emmanuel Anin, Lecturer, Kumasi Technical University, Ghana
This study draws on the tenets of transaction cost economics to examine the moderating effect of supply chain complexity on the relationship between formal control and social control mechanisms, and operational performance. The study argues that under conditions of increased supply chain complexity, the effect of formal control mechanisms on operational performance is weakened while the effect of social control mechanisms on operational performance is strengthened. These propositions are tested on a sample of 331 firms in a sub-Saharan Africa market, Ghana. Findings from the study show that at higher levels of supply chain complexity, formal control and social control have negative and positive effects on operational performance, respectively. These findings provide nuanced perspectives on how the performance consequences of formal and social controls vary under the same organizational circumstance. Theoretical and managerial implications are discussed.
Keywords: Governance Mechanisms; Formal Control; Social Control; Operational Performance; Supply Chain Complexity; Ghana
Dr. Alexander Otchere Fianko, Senior Lecturer, Kumasi Technical University, Ghana
Prior research suggests that greater customer integration in supply chain activities helps enhance customer value. However, the mechanisms and conditions under which customer integration contributes to customer value are less understood. This study draws insights from the resource-based view to conceptualize customer integration as an input resource that may trigger product and process innovation capabilities to enhance customer value. The study further uses insights from the contingent resource-based view to examine supply chain network complexity conditions under which customer integration contributes to customer value through product and process innovation capabilities. The study’s conceptual framework is tested on primary data from 335 firms in a sub-Saharan African market – Ghana. PROCESS and ordinary least Square regression analyses were used to test the study hypotheses. Additional analyses were conducted using a structural equation model and two-stage least square regression analysis. The study finds that beyond the significant direct positive association between customer integration and customer value, product and process innovation capabilities mediate the association between customer integration and customer value. The study further finds that the indirect associations between customer integration and customer value through product and process innovations are strengthened when supply chain network complexity increases in magnitude.