A Structural Analysis of the Effectiveness of Buying Firms' Strategies to Improve Supplier Performance

By Daniel R. Krause, Thomas V. Scannell, Roger J. Calantone. Decision Sciences, 2000

656 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/9bcef27bbf5d30ed150a2a02018b859de5b1bf77

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Citations in the corpus

How to distinguish innovative suppliers? Identifying innovative suppliers as new task for purchasing (2006, background): “Poor performance of a supplier, in principle, is a market imperfection, for competition should have eliminated poorly performing suppliers (Krause et al., 2000).”
Developing environmental and social performance: the role of suppliers’ sustainability and buyer–supplier trust (2016, methodology): “Discussion 6.1 Theoretical implications Following resource-based theories (Dierickx and Cool 1989; Barney 1991; Dyer and Singh 1998), SCM literature (Krause, Scannell, and Calantone 2000; Benton and Maloni 2005) and SSCM literature (De Giovanni 2012; Gualandris and Kalchschmidt 2014), we developed…”
The financial performance effects of IT-based supply chain management systems in manufacturing firms (2007, background): “…linking SCM systems to financial firm performance metrics is quite limited with currently available evidence (e.g. Frohlich and Westbrook, 2001; Krause et al., 2000; Narasimhan and Das, 1999; Narasimhan and Jayaram, 1998; Shin et al., 2000; Tan and Kannan, 1999) based on either selfreported…”
Sustainable supplier development practices: Drivers and enablers in a global context (2015, background): “To extend sustainability to suppliers, buying firms can rely on the use of supplier development (SD) practices which have been described in the literature as a set of practices aimed at improving suppliers’ performance and/or capabilities (Krause et al., 2000).”
Supplier development and the relationship life-cycle (2011, background): “…in corporate practice and academic research that supplier development as any set of activities a buying firm expends on a supplier to improve supplier performance and/or supplier capabilities (Krause et al., 2000) can help to meet supply needs and generate favorable results for the buying firm.”
Extending the Horizons: Environmental Excellence as Key to Improving Operations (2006, background): “Just as supplier development has been linked to the development of underlying strategic resources (Krause et al. 2000), the same is true for effective integration of environmental management into SCM (Bowen et al. 2001).”
A structural equation model of supply chain quality management and organizational performance (2005, background): “Krause et al. (2000) reported that suppliers’ performance would determine the long-term success of the purchasing firms.”
Supplier development: communication approaches, activities and goals (2009, methodology): “The first set of activities, is often referred to as indirect or externalised supplier development (e.g. Krause et al. 2000, Wagner 2006b).”
Supplier development practices: an exploratory study (2006, methodology): “This is frequently done by assessing suppliers, communicating supplier evaluation results and performance goals, increasing a supplier’s performance goals, instilling competition by the use of multiple sources or promising future business (Krause, 1997; Krause et al., 2000; Monczka et al., 1993; P”