The impact of supply chain integration on performance: A contingency and configuration approach

By Barbara B. Flynn, Baofeng Huo, Xiande Zhao. 2010

3,329 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/9cd13855c056255729e74adea90d151f4068dcce

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In Management Information Systems

In Strategy and Management

Citations in the corpus

Integrating financial and physical supply chains: the role of banks in enabling supply chain integration (2014, neutral): “This suggests that banks can contribute to " internal integration " (Pagell, 2004; Flynn et al., 2010; Kim et al., 2011) as well as inter-organisational SCI.”
Integrating the Supply Chain … 25 years on (2016, background): “Despite research confirming the positive benefits of supply chain integration (Prajogo and Olhager, 2012), and its importance to a firm’s success (Flynn et al., 2010), ambiguity remains”
Data-driven supply chains, manufacturing capability and customer satisfaction (2017, methodology): “academics, and a pilot test conducted with industrial experts via interviews (Flynn et al., 2010).”
Exploring the influence of big data on city transport operations: a Markovian approach (2017, background): “In terms of external fit, the contingency theory indicates the need for consistency between an organizational structure and the strategy it pursues in response to its external environment (Flynn et al., 2010).”
From Supply Chain Integration to Operational Performance: The Moderating Effect of Market Uncertainty (2018, methodology): “Without an analytical model, the research findings on the relationship between SCI and other constructs often tends to be fragmented and inconsistent (Flynn et al. 2010; Turkulainen and Ketokivi 2012).”
Information technology, operational, and management competencies for supply chain agility: Findings from case studies (2011, methodology): “It aims to achieve effective and efficient flows of information, products and services, resources, and cash to provide maximum value to the customer at low cost and high speed (Flynn et al., 2010).”
Developing supplier integration capabilities for sustainable competitive advantage: A dynamic capabilities approach (2014, background): “In a buyer–supplier context, supplier integration is the degree to which a manufacturer partners with its suppliers to structure inter-organizational strategies, practices and processes into collaborative, synchronized processes (Droge et al., 2012; Flynn et al., 2010; Katunzi, 2011).”