The relationships between supplier development, commitment, social capital accumulation and performance improvement

By Daniel R. Krause, Robert B. Handfield, Beverly B. Tyler. 2007

1,245 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3b1784173dbbb1ce7b97f8a9fdc9f62381166498

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Research opportunities in purchasing and supply management (2012, background): “Within this context, a supplier’s perspective of a buying firm’s intentions and efforts can significantly influence its satisfaction (Benton and Maloni 2005), which in turn may have implications for the buying firm’s performance (Krause et al. 2007).”
Management of Social Issues in Supply Chains: A Literature Review Exploring Social Issues, Actions and Performance Outcomes (2017, background): “Collaborative relationships through direct supplier development strategies (Krause et al. 2007), such as training and education, are often mentioned as mechanisms to implement codes and standards.”
Managing Disruptions in Decentralized Supply Chains with Endogenous Supply Process Reliability (2014, background): “For instance, in the automotive industry, it is common for companies like Honda, Toyota, BMW, and Hyundai to work with their suppliers to improve performance (Handfield et al. 2000, Krause et al. 2007).”
Mitigating Supply Risk: Dual Sourcing or Process Improvement? (2010, background): “firms lagging behind Japanese firms in supplier improvement efforts (Krause et al. 2007).”
Supplier development efforts: The suppliers' point of view (2013, neutral): “…of SD initiatives, in particular the links with supplier or customer performance (Carr, Kaynak, Hartley, & Ross, 2008; De Toni & Nassimbeni, 2000; Krause et al., 2000, 2007; Li, Humphreys, Yeung, & Cheng, 2007; Mahapatra, Das, & Narasimhan, 2012; Modi & Mabert, 2007; Sánchez-Rodríguez, 2009;…”
Strategic purchasing participation, supplier selection, supplier evaluation and purchasing performance (2015, background): “…flexibility performance, which is closely related to supplier’s ability to meet changes in quantity requirements, provide timely delivery of products on short notice, and produce smaller production runs at more frequent intervals (Krause, Handfield, and Tyler 2007; Narasimhan and Das 2007).”
A Review of Sustainable Supply Chain Management Practices in Canada (2012, background): “For example, when buying firms work with their suppliers in implementing certain SSCM standards—e.g. environmental policies and governance standards—the suppliers become more likely to adopt and maintain these practices (Carr and Pearson 1999; Krause et al. 2007; Jiang 2009).”
Inter-organizational cooperation in buyer–supplier relationships: Both perspectives (2010, background): “Goal consistency refers to the consistency between partners in organizational goals, agreed-upon priorities, and a mutual understanding of their relationship (Bensaou, 1997; Krause et al., 2007).”
When and with whom to cooperate? Investigating effects of cooperation stage and type on innovation capabilities and success (2017, background): “…addition, several studies have examined the impact of different cooperation types on innovation capabilities and success (Gassmann et al., 2010a,b; Krause et al., 2007; Oum et al., 2004), but mainly focused on horizontal (competitors) or vertical cooperation (supplier and customer) and excluded…”
NGOs’ Initiatives to Enhance Social Sustainability in the Supply Chain: Poverty Alleviation Through Supplier Development Programs (2016, positive): “…of the SD programs such as relational social capital and relational norms of governance have been found as suitable mechanisms to govern transactions (Krause et al., 2007), this type of practice had not been studied from the perspective of NGOs, nor had its impact on social outcomes been assessed.”
The Impact of Institutional Pressures on Green Supply Chain Management and Firm Performance: Top Management Roles and Social Capital (2017, background): “Similarly, we verified that GSCM generates frequent and repetitive open communication and information sharing, which accumulates structural social capital, corresponding to studies suggesting that strengthened interactions result in various organizational events, team exercises, joint workshops, and”