Suchergebnisse

PurposeDespite blockchain's potential supply chain benefits, few organizations have moved beyond pilot projects. The paper aims to explore blockchain adoption intentions for supply chain applications using two theoretical perspectives: innovation diffusion theory (IDT) and institutional theory (IT).Design/methodology/approachBased on theory, five propositions were developed addressing the intention to adopt blockchain. The propositions were tested using scenario-based experiments with supply chain professionals. To provide additional insights, interviews with 21 supply chain professionals in 15 organizations representing 8 industries were content analyzed.FindingsExperiments suggest that the intention to adopt blockchain is higher when there are government regulations regarding product origin, organizations are using updated cloud-based information systems and organizations are working with third-party consultants. The content analysis suggests that organizations that face normative pressures to adopt blockchain supply chain applications and recognize blockchain's relative advantage, compatibility and complexity are more likely to be actively seeking information about and adopting blockchain supply chain applications. The authors synthesize findings and provide new propositions to guide future research.Originality/valueUsing a multi-method approach, the study provides an important window into supply chain managers' perceptions of the necessary conditions to support organization-level blockchain adoption. The findings also indicate key characteristics present in supply chain networks poised for blockchain adoption.

ABSTRACTAlthough role‐plays can be effective teaching tools for buyer‐supplier negotiation, learning can be somewhat limited because typically novices are negotiating with each other. We describe how we collaborated with a corporate partner, CACI International, to develop and implement a repeatable sourcing and negotiation role‐play that helps to address this limitation. The role play, used in a dual listed undergraduate/MBA strategic sourcing course, covers the sourcing process from strategy development, solicitation, bidding, negotiation, and supplier selection for security services. The unique aspect of the role play is that CACI supply managers assume the role of suppliers throughout the activity including during phone negotiations with student teams. Content analysis of student reflections and a student survey show that the highest degree of perceived learning from the role‐play was in the negotiation. Ways to modify the role‐play approach when you do not have strong corporate partnerships are discussed.

PurposeTo understand the differences in perceived barriers to e‐auctions both in US buying organizations that have adopted e‐auctions and in both those that have not.Design/methodology/approachFour propositions were developed based on the literature and case studies in eight companies that used e‐auctions for sourcing. Measures were developed for lack of e‐auction knowledge, lack of supplier participation, information security concerns and importance of supplier relationships. Survey data were gathered from 163 US National Association of Purchasing Management members. GLM‐MANOVA was used to test the propositions.FindingsE‐auction adopters perceive information security to be less of a concern than non‐adopters. No significant differences were found between adopters and non‐adopters on the buyer's e‐auction knowledge, lack of supplier participation, and the importance of supplier relationships.Research limitations/implicationsThe small sample size limits statistical power, so small differences may not have been detected. The results may not generalize beyond the sample.Practical implicationsSupply managers should focus on reducing information security concerns within their organizations to facilitate adoption.Originality/valueNo published studies have explored the differences between adopters and non‐adopters of e‐auctions to identify barriers.

PurposeThe purpose of this paper is to extend our understanding of the importance of supplier dependence on the buyer's firm and its relationship to supplier training and supplier involvement in product development with respect to the supplier's performance.Design/methodology/approachA random sample of 231 firms provided the data that were analyzed for this study. Using structural equation modeling, a sub‐set of the sample consisting of 166 manufacturing firms was used to test the five hypothesized relationships in the model.FindingsThe main findings indicate that supplier dependence is a significant contributor to increasing supplier participation in buyer supported training and increasing supplier involvement in product development. Also, supplier training and supplier involvement are significant contributors to the supplier's operational performance.Research limitations/implicationsThe model tested in this study used a random sample of US manufacturing firms. Thus, future studies should include a random sample of non‐manufacturing firms and firms outside of the USA. The study explored the buyer's perspective only; a study of suppliers may provide further insights to extend this study. Although the use of supplier training was relatively low, significant relationships were identified.Practical implicationsBased on this research, key suppliers can better understand the relationships among supplier dependence, supplier training, supplier involvement in product development and their effects on supplier's operational performance.Originality/valueAlthough supplier development has emerged in previously published studies as a critical factor in improving performance, the role of supplier dependence on the buyer has not been empirically examined. Further, an integrated research model that investigates the relationships among supplier dependence, supplier training, supplier involvement in product development and supplier's operational performance has not been offered.