Factors influencing swift and effective resolution of supplier problems
Purpose: How might an organization swiftly resolve supplier problems such that the issue does not reoccur? The purpose of this study seeks to understand the impact of different knowledge-sharing routines on measures of effective problem resolution. Design/methodology/approach: Data are collected from an automotive manufacturer's (buyer) database. A hierarchical linear model analyzes dyadic data collected from 155 problems across 24 suppliers. Findings: This study reveals that different ways of communicating have differing impact on measures of effective problem-solving. Communication involving face-to-face interaction slows the process, whereas frequent communication can lead to swift resolution. Furthermore, management teams are more likely to lead to a “better” fix in that these teams are more likely to implement changes in the process or product. Research limitations/implications: The data are for a tier-one automotive supplier. Hence, the findings are limited by the extent to which other organizations may differ. Practical implications: The results provide insights for managers experiencing supply issues. Some forms of communication should be encouraged as they enhance the process. Moreover, the findings suggest there are consequences to pressuring a supplier to resolve a complaint quickly. Originality/value: Very few researchers can claim to have investigated observed collaborative mechanisms that occur between a buyer and its suppliers when resolving a problem. This research adds to the literature on the relational view theory as it applies to supply chain management and problem resolution.
Year of publication: |
2020
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Authors: | Clemons, Rebecca ; Baddam, Swathi Reddy ; Henry, Raymond M. |
Published in: |
International Journal of Productivity and Performance Management. - Emerald, ISSN 1741-0401, ZDB-ID 2024364-9. - Vol. 70.2020, 3 (28.03.), p. 526-543
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Publisher: |
Emerald |
Saved in:
Online Resource
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