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Firm Performance Impacts of Digitally Enabled Supply Chain Integration Capabilities. MIS Quarterly Vol. 30 No. 2 Arun Rai, Ravi Patnayakuni, and Nainika Seth Presented by C. Riley. Motivation. Thus far limited scholarly investigation has been undertaken by the Information Systems community.
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Firm Performance Impacts of Digitally Enabled Supply Chain Integration Capabilities MIS Quarterly Vol. 30 No. 2 Arun Rai, Ravi Patnayakuni, and Nainika SethPresented by C. Riley
Motivation • Thus far limited scholarly investigation has been undertaken by the Information Systems community. • Despite the critical role of IT in SCM, theoretical and empirical research pertaining to digitally enabled supply chain integration phenomenon has been limited and piecemeal (Sahin and Powell 2002).
Objective • How IT enables supply chain integration capability to yield performance gains for firms • Theoretical viewpoint • Empirical evidence
Existing Literature Suggests • Supply chain integration • requires partners to share information and develop globally optimal plans (Ho et al. 2002; Simchi-Levi et al. 2000) • Optimizes the staging and flow of materials by leveraging the visibility of resources (Lee 2000) • streamlines financial operations such as billing and payments that are interdependent on other activities such as ordering and delivery (Mabert and Venkatraman 1998) • Supply chain integration encompasses the integration of information flows, physical flows, and financial flows between a firm and its supply chain partners.
Existing Literature • Supply chain integration can be hampered by fragmented IT infrastructures that constrain information flows and activity coordination (Barua et al. 2004; Sambamurthy et al. 2003). • In contrast, integrated IT infrastructures that are characterized by common data standards and integrated applications enable flows of information and coordination of activities across functional units, geographic regions, and value network partners (Broadbent et al. 1999).
Research Questions • 1. What key properties define supply chain process integration capability between a focal firm and its supply chain partners? • 2. How does IT infrastructure integration for SCM impact supply chain process integration capability? • 3. What are the performance consequences of IT-enabled supply chain integration capability for a focal firm?
The authors draw on concepts from the interrelated literature streams of organizational and IT-enabled capabilities, IT infrastructure, and supply chain operations to develop key constructs and relationships associated with IT-enabled supply chain integration. • The authors focus on the constructs of IT infrastructure integration for SCM, supply chain integration capability, sustained firm performance, and the relationships among them. • The authors test their model by developing and validating measures for the constructs and examining the empirical validity of posited relationships.
Research Framework • IT infrastructure integration for SCM represents a lower-order capability that can be leveraged to develop a higher-order process capability (i.e., supply chain process integration), which is a source of significant and sustained performance gains for a firm. • Given that the authors are suggesting a hierarchy of capabilities for firm performance, a direct effect between IT infrastructure integration for SCM and firm performance is not specified.
