||A study of supply chain management and sustainable competitive advantage
||Doctoral Program, Department of Management Sciences
supply chain integration
sustainable competitive advantage
combinative competitive capabilities
||With the continuous progress of global science and technology, industrial competition has been broken the national boundaries already, and going into the era of global competition. In response to challenges in the new era, relying on superior manufacturing capacity would not be able to maintain current advantages. Facing global competition and environmental uncertainty, Taiwan's manufacturing industry no longer has cost advantage. Innovation-oriented enterprises have become an important competitive force to obtain new knowledge, new technologies, management changes and customer diversification. Companies must seek new ways to develop products and services to enhance the added value. In this competitive trend and challenge, enterprises must strengthen the practices of creating, adding, and applying knowledge; and transfer the knowledge into profits and value. They also need to improve quality and grasp the market from the perspective of innovation development so as to create the value of enterprise and enjoy sustainable development.
Enterprises must introduce more innovative, high value-added products and services with the idea of the new direction of development of the industry in order to achieve sustainable development. Any business can not use the same "business model" or "advantage" that used to help enterprises to win out competitors. Competitors would copy the old model easily. Besides consumer demand would change while the market environment changes. So there must be innovative and creative strategies or methods for enterprises to help them maintain the leading position.
The purpose of this paper is to explore coordination opportunities from supply chain partners through supply chain integration (SCI) and the use of collaborative knowledge management. Through the supply chain integration and integration of internal and external resources, companies can obtain the knowledge of partners to facilitate the core competitiveness of the industry and thus enhance the performance of enterprises. Therefore, this paper collects questionnaires from Taiwan's electronics industry and manufacturing industry, respectively, and applies Structural Equation Modeling (SEM) to analyze, on the one hand, the impact of innovation orientation, supply chain integration, competitiveness on business performance and, on the other hand, the impact of collaborative knowledge management, supply chain integration , value creation and firm performance on sustainable competitive advantage.
The main findings of this study are as follows: The significant effect of innovation-oriented on supply chain integration, sustainable competitive advantage and firm performance have been found, in which supplier integration and internal integration have significant effects on competitiveness and firm performance, while customer integration has significant effect on integration competition. And there is no significant effect on firm performance. In addition, collaborative knowledge management has a positive impact on the supply chain integration; supply chain integration to create value and corporate performance were significant .The important contributions of this research are expected to be provided to the industry and academia for reference
1.1 Research background 1
1.2 Some related variables in Supply Chain Integration studies 2
1.3 Research purpose and questions 11
Chapter 2 Innovation-oriented supply chain integration for combined competitiveness and firm performance – The first study 13
2.1 The concept of innovation orientation, Supply chain integration, Combined competitiveness and firm performance 13
2.2 The relationship among Innovation orientation, Supply chain integration, combined competitiveness and firm performance 16
2.3 Measurement of innovation-oriented supply chain integration for combined competitiveness and firm performance 25
2.4 Structural analysis for Innovation-oriented supply chain integration for combined competitiveness and firm performance 29
2.5 Implication for Innovation-oriented supply chain integration for combined competitiveness and firm performance 34
Chapter 3 Collaborative knowledge of management practices, supply chain integration co-creation value and firm performance in Taiwan - The second study 37
3.1 The concept of Collaborative knowledge of management practices, supply chain integration, co-creation value and firm performance37
3.2 The relationship among Collaborative knowledge of management practices, supply chain integration, co-creation value and firm performance 40
3.3 Measurement of Collaborative knowledge of management practices, supply chain integration, co-creation value and firm performance in Taiwan 49
3.4 Structural analysis for Collaborative knowledge of management practices, supply chain integration, co-creation value and firm performance in Taiwan 54
3.5 Implication for Collaborative knowledge of management practices, supply chain integration, co-creation value and firm performance in Taiwan 56
Chapter 4 Innovation orientation, supply chain integration and sustainable competitive advantage: Evidence from manufacturers in Taiwan - The third study 60
4.1 The concept of innovation orientation, supply chain integration and sustainable competitive advantage 60
4.2 The relationship among Innovation orientation, supply chain integration and sustainable competitive advantage 64
4.3 Measurement of Innovation orientation, supply chain integration and sustainable competitive advantage: Evidence from manufacturers in Taiwan 70
4.4 Structural analysis for the Innovation orientation, supply chain integration and sustainable competitive advantage: Evidence from manufacturers in Taiwan 72
4.5 Implication for the Innovation orientation, supply chain integration and sustainable competitive advantage: Evidence from manufacturers in Taiwan 75
Chapter 5 Managerial implications 78
5.1 Innovation-oriented supply chain integration for combined competitiveness and firm performance 78
5.2 Innovation orientation, supply chain integration and sustainable competitive advantage: Evidence from manufacturers in Taiwan 79
5.3 Collaborative knowledge of management practices, supply chain integration, co-creation value, and firm performance in Taiwan 80
5.4 The overall conclusion of the study 81
5.5 Limitations 83
Appendix A Questionnaire items for the first study 102
Appendix B Questionnaire items for the second study104
Appendix C Questionnaire items for the third study 106
Table 1-1 Supply chain integration studies and the antecedent variables 4
Table 2-1 Industrial distribution of the first study 28
Table 2-2 Correlation matrix and statistics summary for the first study 28
Table 2-3 First study path analysis 33
Table 2-4 Total and indirect effect of the first study 33
Table 3-1 Industrial distribution of the second study 51
Table 3-2 Correlation matrix and statistics summary for the second study 51
Table 3-3 Second study path analysis 53
Table 3-4 Total and indirect effect of the second study 53
Table 4-1 Industrial distribution of the third study 71
Table 4-2 Correlation matrix and statistics summary for the third study 72
Table 4-3 Third study path analysis 74
Table 4-4 Total and indirect effect of the third study 74
Figure 1-1 Resource-Capability-Performance Architecture 10
Figure 2-1 First study hypotheses 25
Figure 2-2 First study path diagram 31
Figure 3-1 Second study hypotheses 49
Figure 3-2 Second study path diagram 54
Figure 4-1 Third study hypotheses 70
Figure 4-2 Third study path diagram 74
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