Information Processing, Knowledge Development, and Strategic Supply Chain Performance

By G. Tomas M. Hult, Dave J. Ketchen, S. Slater. 2004

834 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/acbf4b35b2833f352b7cf303d40c1eb1741dec5e

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In Management Information Systems

In Strategy and Management

Citations in the corpus

The effects of innovation–cost strategy, knowledge, and action in the supply chain on firm performance (2009, background): “Intellectual capital With its roots in works by Penrose (1959), Itami (1987), and Teece (1986) – who framed their research in terms of resource efficiency of invisible assets – intellectual capital spans decades of research.”
An empirical investigation into supply chain vulnerability (2006, background): “…for instance, by means of outsourcing and offshoring large portions of manufacturing and R&D activities, sourcing in low-cost countries, reducing inventories and slack, streamlining the supply base, and collaborating more intensively with other supply chain actors (Fisher, 1997; Hult et al., 2004).”
Knowledge management orientation, market orientation, and firm performance: an integration and empirical examination (2009, background): “Instead, knowledge management studies often draw the link to performance as a ‘leap of faith’, as in the case of Hult, Ketchen, and Slater ( 2004 ), without including a behavioral ‘action’ or ‘responsiveness’ component to explain its effect on performance (Grant, 1996 ; Huber, 1991 ).”
Information sharing and supply chain performance: the role of connectivity and willingness (2007, background): “Keywords Supply chain management, Information management, Communication technologies, Quality improvement Paper type Research paper”
The performance impact of supply chain agility and supply chain adaptability: the moderating effect of product complexity (2015, background): “…to innovativeness as the ability of the firm and its supply chain to engage in innovation, that is, to develop and introduce new products, processes or technologies in response to structural shifts in the market (cf. Hult, Ketchen, and Slater 2004; Wang and Ahmed 2004; Azadegan and Dooley 2010).”
Strategic supply chain management: Improving performance through a culture of competitiveness and knowledge development (2007, methodology): “These findings suggest that neither a culture of competitiveness, nor knowledge development, by itself is sufficient to achieve the supply chain performance goals examined by Hult et al. (2002, 2004).”
S-D logic–informed customer engagement: integrative framework, revised fundamental propositions, and application to CRM (2019, background): “Information and experiences, once processed, often develop into particular forms of perceived knowledge (Hult et al. 2004; Mena and Chabowski 2015).”
Can supply chain risk management practices mitigate the disruption impacts on supply chains’ resilience and robustness? Evidence from an empirical survey in a COVID-19 outbreak era (2020, background): “OIP tenets can also be applied in the context of SCs, since information processing capabilities can improve the ability of firms to manage their SC networks (Hult et al., 2004; Carnovale and Yeniyurt, 2015).”