Supply chain integration: value creation through managing inter-organizational learning

Abstract

PurposeThe purpose of this paper is to demonstrate how inter-organizational learning (including supply chain learning and imitation prevention) mediates the relationships between supply chain integration (SCI) and two dimensions of focal firm performance (i.e. customer service performance and innovation performance).Design/methodology/approachA cross-sectional approach was adopted with primary data collected through a survey in China. Data were analyzed using structural equation modeling with partial least-squares estimations.FindingsThe findings verify that inter-organizational learning mediates the relationship between SCI and focal firm performance. The results of sub-group model analysis illustrate that both powerful and weak focal firms benefit from inter-organizational learning, but in different ways.Research limitations/implicationsThe responses were all from young executives who had four years’ work experience on average. Top-level executives may provide more comprehensive and accurate input for similar future research.Practical implicationsThe results suggest that successfully integrating the supply chain to create customer value requires both supply chain learning and imitation prevention.Originality/valueThis paper responds to calls for an inter-disciplinary research between supply chain management and inter-organizational learning by taking into account supply chain learning and imitation prevention as links between SCI and both customer service performance for current success and innovation performance for future prosperity.