Managing beyond the factory walls: Effects of four types of strategic integration on manufacturing plant performance

By Morgan Swink, R. Narasimhan, Cynthia Wang. 2007

870 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/7ff36b8b09edb11d4afc267cbfcabebbc1838b15

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

In Strategy and Management

Citations in the corpus

The effects of retail channel integration through the use of information technologies on firm performance (2012, background): “Oh et al. / Journal of Operations Management 30 (2012) 368–381 369 searc m s o t e o l ( A p e s h i i S fi h c p a e 2 c h t r g t o r 2 2 i 2 c i v t a a anufacturing firms (e.g., Koufteros et al., 2005; Swink et al., 2007), imilar studies of services firms are lacking.”
Supplier relationship-specific investments and the role of safeguards for supplier innovation sharing (2014, background): “…has predominantly studied integration within the organization, extending process and product integration beyond firm boundaries and obtaining process and product innovation from suppliers seems to offer additional opportunities for performance improvement (Lau et al., 2010; Swink et al., 2007).”
The Role of Environmental Management in Sustainable Business Development: A Multi-Country Investigation (2012, methodology): “The items delivery flexibility (Lummus et al., 2008; Swink et al., 2007), flexibility to change output”
Relationship between supply chain integration and performance (2013, background): “A customer-driven firm tends to be in regular contact with customers, to encourage customers to be involved in most product development stages and to develop a feedback mechanism (Swink et al. 2007; Koufteros et al. 2010).”
The dark side of buyer–supplier relationships: A social capital perspective⋆ (2011, result): “This curvilinear relationship might also explain why some studies analyzing collaborative mechanisms in BSRs have been unable to show the expected performance gains (Gulati and Sytch, 2007; Petersen et al., 2005; Swink et al., 2007).”
The impact of supply chain integration on firm performance (2014, background): “Efficient external process integration allows manufacturers to speed up product delivery processes, improve production planning and reduce inventory obsolescence using accurate information about customer demands and preferences (Swink et al., 2007).”
Developing supplier integration capabilities for sustainable competitive advantage: A dynamic capabilities approach (2014, background): “Swink et al. (2007) defines operational integration as the coordination of daily flows, such as transactions, material movements and ordering processes, to achieve effective movements of products, services, information, money and decisions, which in turn provides maximum value to the customer at…”
Effects of green supply chain integration and green innovation on environmental and cost performance (2020, methodology): “The measurement scales for the two performances outcomes – i.e. environmental and cost-reduction performance – are obtained from the environmental and operations management literature (Boyer and Lewis 2002; Swink, Narasimhan, and Wang 2007; Ward and Duray 2000; Zhu et al. 2008).”
From Supply Chain Integration to Operational Performance: The Moderating Effect of Market Uncertainty (2018, background): “Others, however, have found no significant correlation between supplier integration and operational performance (Stank et al. 2001), or even found a slightly negative relationship (Stank et al. 2001; Koufteros et al. 2005; Swink et al. 2007).”