Relationships among supply chain strategies, organizational performance, and technological and market turbulences

Abstract

Purpose – The purpose of this paper is to propose a relational view of supply chain management strategy (RSCMS) and its impact on organizational performance and examine the moderating role of technological and market turbulences on these relationships. Design/methodology/approach – The authors propose a conceptual model that links supply chain (SC) strategies to operational and relational outcomes of organizational performance. The authors follow an interdisciplinary approach by integrating insights from domains such as supply chain management (SCM), operations, marketing, management, management information systems, and technology management. Findings – The proposed RSCMS framework presents 15 propositions that examine SCM strategies and their interrelationships, and examine how these strategies result in superior organizational performance. Research limitations/implications – Through the RSCMS framework, the authors conceptualize transformation as a higher order SC strategy resulting from collaborative and integrative SCs, and tie the relational SC mix first to operational and relational outcomes and then to organizational performance. Practical implications – The research provides a better understanding of SC strategies of collaboration, integration, and transformation, along with market and technological turbulences for more efficient and effective SCs. Originality/value – In this research, the authors propose a unified RSCMS framework of SC mix strategies of collaboration, integration, and transformation and their influence on organizational performance; and explore how the RSCMS framework contributes to theory development, provide insights for managers, and explore avenues for further research.