International supply relationships and non-financial performance—A comparison of U.S. and German practices

By Lutz Kaufmann, Craig R. Carter. 2006

188 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2266e5aacfe6ef05ee932ea91f852445178681bd

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In Management Information Systems

In Strategy and Management

Citations in the corpus

Social Sustainability in Selecting Emerging Economy Suppliers (2011, methodology): “and German samples by performing a two-group CFA with all factor loadings constrained to be equal across samples (Kaufmann and Carter, 2006).”
Structural drivers of upstream supply chain complexity and the frequency of supply chain disruptions (2015, background): “Other aspects of complexity such as dynamic (Bozarth et al., 2009; Rao and Young, 1994), cultural (Kaufmann and Carter, 2006), environmental (Cannon and John, 2007), or product complexity (Novak and Eppinger, 2001) may also affect the frequency of disruptions.”
The impact of supply chain structure on the use of supplier socially responsible practices (2010, methodology): “For cultural distance, the difference between Canada and each of six regions was estimated using a weighted average of the difference for each of four dimensions of culture (Hofstede, 1980), as done by others (Kaufmann and Carter, 2006).”
The impact of cultural differences on buyer–supplier negotiations: An experimental study (2014, background): “Studies have compared cultures in countries such as the United States and Germany (Kaufmann and Carter, 2006) and in regions such as Asia (Naor et al., 2010; Power et al., 2010), but have not developed or tested theory with regard to how cultural differences impact buyer–supplier interactions.”
Power Asymmetry, Adaptation and Collaboration in Dyadic Relationships Involving a Powerful Partner (2013, background): “Such incentives enhance reciprocity and collaboration because the recipient of the reward is likely to accommodate partner requirements in order to continue receiving rewards (Kaufmann & Carter, 2006).”
Formal control and social control in domestic and international buyer–supplier relationships (2010, background): “As trade barriers have been reduced and IT and logistics technologies have improved, buyer–supplier relationships increasingly involve not only domestic partners but also international partners (Joshi, 2009; Kaufmann and Carter, 2006).”
The influence of task- and location-specific complexity on the control and coordination costs in global outsourcing relationships (2013, background): “It has been recognized that empirical studies explicitly comparing international and domestic relationships are rare in the operations literature (Kaufmann and Carter, 2006; Li et al., 2010).”