Information Technology as an Enabler of Supply Chain Collaboration: A Dynamic-Capabilities Perspective

By S. Fawcett, Cynthia Wallin, Chad R. Allred, Amydee M. Fawcett, Gregory M. Magnan. 2011

482 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ae8bf1c212cee4dc23a05f59f3a18a9d6ea21ce2

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In Management Information Systems

In Strategy and Management

Citations in the corpus

Analysis of resilience strategies and ripple effect in blockchain-coordinated supply chains: An agent-based simulation study (2020, methodology): “Information technology is primarily used as a catalyst for fast, secure, and frictionless collaboration (Fawcett et al., 2011; Li, 2006).”
Power Asymmetry, Adaptation and Collaboration in Dyadic Relationships Involving a Powerful Partner (2013, background): “transactional complexity, and improve performance (Zacharia, Nix, & Lusch, 2009; Fawcett et al., 2011).”
Supply Chain Integration and the SCOR Model (2011, background): “Information sharing in supply chains can lead to improved performance (Fawcett et al. 2011).”
Quo Vadis, Dynamic Capabilities? A Content-Analytic Review of the Current State of Knowledge and Recommendations for Future Research (2018, background): “External environment External surroundingsor conditions inwhicha firm operates Fawcett et al. (2011), Killen et al. (2012) 18 (6.0”
Digital transformation at logistics service providers: barriers, success factors and leading practices (2020, background): “Based on logistics innovations, supply chain members can adapt to market changes (Daugherty et al. , 2005), align to improve their performance (Fawcett et al. , 2011) and increase their agility (Christopher et al. , 2016).”
Information technology for competitive advantage within logistics and supply chains: A review (2017, background): “Fawcett et al., (2011) How IT can be exploited to obtain a distinctive SC advantage. Managers affiliated to professional associations Information sharing culture, supply chain connectivity, supply chain collaboration, customer satisfaction, operational performance Focus IT investments on two capabil”
The impact of supplier innovativeness, information sharing and strategic sourcing on improving supply chain agility: Global supply chain perspective (2017, background): “Therefore, when supply and purchasing managers select suppliers, they need to consider supplier innovativeness as a key indicator because innovative suppliers already have a commitment as well as a culture that is suitable for supply chain collaboration (Fawcett et al., 2011).”