Achieving supply chain agility through IT integration and flexibility

By Patricia M. Swafford, Soumen Ghosh, Nagesh N. Murthy. 2008

822 citations recorded by the source corpus.

Subfields: Management Information Systems, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/b6dca2f299b4c5b785ab5268f772cc4d01eb8520

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In Management Information Systems

In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

Supply chain performance measurement: a literature review (2010, neutral): “Swafford et al .”
Information technology, operational, and management competencies for supply chain agility: Findings from case studies (2011, background): “, 2006), and information technology (IT) (Braunscheidel and Suresh, 2009; Swafford et al., 2008; Sambamurthy et al., 2003; Li et al., 2006; Fink and Neumann, 2007).”
Facilitating speed of internationalization: The roles of business intelligence and organizational agility (2020, background): “, trust-building) to facilitate the monitoring of internationalization, and confidently deal with the threats from host markets (Swafford et al., 2008).”
Antecedents and enablers of supply chain agility and its effect on performance: a dynamic capabilities perspective (2013, positive): “Tamayo-Torres et al. in press). While exploitation refers to a firm’s aim to create the most effective and efficient processes possible, minimising waste and enhancing productivity, exploration refers to a firm’s objective to constantly be on the search for new and innovative ways of achieving and e”
The performance impact of supply chain agility and supply chain adaptability: the moderating effect of product complexity (2015, background): “However, supply chain agility, consistent with prior research, emphasises the speed of response (e.g. Yusuf, Sarhadi, and Gunasekaran 1999; Swafford, Ghosh, and Murthy 2008), which is more essential in coping with short-term, temporary changes, rather than with long-term, fundamental changes.”
How can SMEs successfully navigate VUCA environment: The role of agility in the digital transformation era (2022, background): “Simi larly, prior studies showed that IT capability has a positive effect on firm’s agility (Roberts and Grover, 2012; Tallon, 2008), however findings are mixed (Ray et al., 2005) and, in fact, some scholars found that it does not increase firm agility (Liu et al., 2013; Swafford et al., 2008).”
The impact of IT capabilities on firm performance: The mediating roles of absorptive capacity and supply chain agility (2013, neutral): “The concept of supply chain agility reflects a complex philosophy, which is not about rules and procedures which can be easily implemented or imitated, but about coordination and integration among different channel members across the supply chain [7,46,65,66].”
Information technology for competitive advantage within logistics and supply chains: A review (2017, background): “to have the appropriate capabilities to transform these changes into opportunities (Swafford et al., 2008), enabling the supply chain to gain competitive advantage in a turbulent and volatile”
IT capability and organizational performance: the roles of business process agility and environmental factors (2014, background): “With business process agility, firms can rapidly and flexibly redesign existing processes or create new ones to cope with dynamic market conditions (Sambamurthy et al, 2003).”
Effects of managerial ties and trust on supply chain information sharing and supplier opportunism (2014, methodology): “IT linkage is an important factor in information sharing but is not a major concern for this study and so was used as a control variable for two SCIS practices, using four measures adapted from Ward and Zhou (2006), Lai, Wong, and Cheng (2008) and Swafford, Ghosh, and Murthy (2008).”