v. 3, n.

11, 2023

KNOWLEDGE
MANAGEMENT
Journal of AND INFORMATION
Engineering TECHNOLOGIES: A

Research CONCEPTUAL MODEL

FOR SUPPLY CHAIN
INTEGRATION

Jesús Sigifredo Gastélum-Valdez

Dr. en Ciencias en Negocios internacionales
por la Universidad Michoacana de San
Niciolás de Hidalgo, profesor-investigador en
la Universidad Latina de América

Irma Cristina Espitia-Moreno

Dra. En Administración, profesora-
investigadora en la Facultad de Contaduría y
Ciencias Administrativos en la Universidad
Michoacana de San Nicolás de Hidalgo

Betzabe Ruiz-Morales
Candidata a Doctora en Administración
en la Facultad de Contaduría y Ciencias
Administrativas en la Universidad
Michoacana de San Nicolás de Hidalgo

All content in this magazine is

licensed under a Creative Com-
mons Attribution License. Attri-
bution-Non-Commercial-Non-
Derivatives 4.0 International (CC
BY-NC-ND 4.0).

Journal of Engineering Research ISSN 2764-1317 DOI 10.22533/at.ed.3173112304048

1
Abstract: The purpose of this article is to challenge for executives and academics of
build a supply chain integration conceptual the supply chain (Carter et al., 2009). To
model using the knowledge management explain this situation, the resource-based
and information technologies as a resource approach could help to explain why some
of a firm and how these attributes influence supply chains outperform others and gain
the supply chain integration. In this article, sustained competitive advantage (Barney,
it was used a literature review of the supply 1991). Nevertheless, since the introduction
chain integration, knowledge management of the resource-based view of the firm in the
and information technologies to build a strategic management literature (Wernerfelt,
conceptual model to improve the supply 1984; Barney, 1991) the framework has
chain integration of firms. With the literature been rarely used in supply chain integration
review a conceptual model for supply chain literature.
integration was developed, in this model it This article was divided into 5 sections;
was proposed that supply chain integration the first one is the introduction. On the next
is influenced by strong information, logistics section, it was developed the supply chain
and organizational integration and those integration and resource-based approach
elements also are influenced by knowledge of the firm theoretical background. Then it
and information technology management. was explained the methodology used in the
The model proposed can become a guideline literature review and the model construction.
for firms whose supply chain integration is The fourth section is the discussion about
weak and want to increase their relationship the contributions from the resource-based
with customers and suppliers. approach to supply chain management. The
Keywords: Supply chain integration, final sections are conclusions and proposals
firm resources, knowledge management, for future research.
information technologies.
LITERATURE REVIEW
INTRODUCTION SUPPLY CHAIN INTEGRATION (SCI)
A major change in the paradigm of Since its introduction by consultants of
modern business is that companies no longer Booz Allen in 1982 (Oliver and Webber,
compete on an individual basis, but now 1992), the term supply chain has gained
compete as supply chains (Lambert et al., much attention (LaLonde, 1997). Subsequent
1998). Considering this situation, the study research has developed new schools of
on supply chain has become one of the main thought, books and articles have been
topics between corporate executives and published on the topic, trying to make new
academics have found in recent years, the contributions to the supply chain topic and
changes that have come forward to compete in areas related with (Stevens, 1989; Stock,
global markets have made relations between 2009).
firms more complex so the supply chain During the last decade, the way to do
integration in the industrial environment is business has changed dramatically, the
key to the success of companies. changing technologies, mainly in information
The competitive pressures have direct and communication, e-commerce and the
effects in the supply chain and his integration. globalization has changed the way that firms
The integration of activities inside and do business (Bagchi & Skjoett-Larsen, 2002;
outside the company has become a major Carter, Monzcka, Ragatz & Jennings, 2009).

Journal of Engineering Research ISSN 2764-1317 DOI 10.22533/at.ed.3173112304048

2
 In the literature, the supply chain is its supply chain partners and collaboratively
viewed as a competitive tool derivated from manages Intra and inter-organization
the pressures and his integration (Lambert, processes. The goal is to achieve effective
Cooper, & Pagh, 1997, 1998; Carter, Monzcka, and efficient flows of products and services,
Ragatz & Jennings, 2009). Because of the information, money, and decisions, to
different paradigms in the form of doing provide maximum value to the customer at
business the supply chain integration has low cost and high speed”. Another definition
become one of the main activities for the firms of supply chain integration is “a strategic tool,
to improve their competitiveness. which attempts to minimize the operating
The supply chain integration activity cost and thereby enhancing values for the
begun in the 80, when the client-supplier stack-holders (customers and shareholders)
relationships were created, these relationships by linking all participating players
were attributed to three factors (Awad and throughout the system; from supplier’s
Nassar, 2009): (1) the manufacturing activity suppliers to the costumers” (Kwon & Suh,
is made in a global context, where the local 2005, p. 26). Finally, Chen et al. (2009, p. 26)
markets are subjects to global standards. (2) define as “a set of continuous restructuring
constant stress influences the organizational activities aimed at seamlessly linking relevant
structure and their manufacturing activities. business processes and reducing redundant
(3) the development of products and or unnecessary processes within and across
productions systems environmentally benign. firms”.
On the other hand, Handfield and Nichols The above definitions emphasize that in
(1999, p. 5) they mention that the revolutions order to achieve an integration of the supply
of information and communication chain, an inter and intra-firm collaboration
technologies, the growth of the global is fundamental so that the individual efforts
competence levels and the development of are added up to achieve optimal functioning
new inter-organizational relationships, has of the supply chain. Additionally, developing
caused that supply chain integrates. Factors a conceptual definition of the supply chain
like collaboration, trust, information sharing, integration will help to understand better, the
similar technologies have caused the firms theories, their indicators, the implications
to be individual entities to become chains of in administrative matters, as well as their
integrated processes (Akkermans et al., 1999; academic importance (Fabbe-Costes & Jahre,
Power, 2005). 2008; Chen et al., 2009; Zhang & Huo, 2013).
With the paradigm shift within
international business and greater pressure KNOWLEDGE MANAGEMENT AND
to make better transactions with lower SUPPLY CHAIN INTEGRATION
costs in less time and meet the demands The resource-based view and knowledge-
of costumers, the supply chain integration based view of the firm serves as foundation
concept has gained important attention in that knowledge can be a strategic resource for
the literature (Gimenez et al., 2012; Zhang achieving sustained competitive advantages
and Huo, 2013). (Hult et al., 2004) for knowledge to be a
In the literature exists different definitions strategic resource must meet several criteria
about supply chain integration, Flynn et al. (Barney, 1991), first the knowledge must be
(2010, p.59) define as” the degree to which a valuable, meaning that knowledge should
manufacturer strategically collaborates with help to create outputs that are important to

Journal of Engineering Research ISSN 2764-1317 DOI 10.22533/at.ed.3173112304048

3
customers. Second, the knowledge must be 1, vicarious learning leads to knowledge
rare, this means that is infrequently and that transfer from supply chain transfers. Phase 2,
close substitutes are not obtainable. Finally, continued experiential learning, these lead to
the third criteria are that knowledge is the upgrading of the knowledge and develop
inimitable, meaning that buying or copying supply chain competence. And, phase 3,
the resource is difficult (Hult et al., 2005). internal exploitation/external exploration
In their article Hult et al. (2004), suggest knowledge balance, where the seeks to
that the management of supply chain involves combat potential diminishing returns and
facilities and activities that transcend the performance in the long term.
firm boundaries, and they argue that firms Within the knowledge creation phase in the
that are better able to create and use the supply chain, the empirical literature review
supply chain knowledge should outperform shows that knowledge creation includes an
others (Barney, 1991). improved firm image, employees’ satisfaction
Previously to develop knowledge in and client satisfaction (Coulson-Thomas,
supply chains, Hult et al. (2004), suggest that 2004). Also, the supply chain members have
achieved memory, knowledge acquisition to be committed in interconnected processes
activities, information distribution activities, to share information, build infrastructure
and shared meanings affect positively the aimed to create new knowledge (Malhotra et
outcomes of the firms. Also, they consider al., 2005).
that knowledge development may enhance Lin and Wu (2005) suggest that in order
supply chain outcomes. In the same logic to create knowledge within organizations,
knowledge is an important source of collaborative relationships should be
coordination (and thus be central to the established with both client and suppliers.
organization functioning (Hansen, 2002; A similar study is that of Weck (2006) that
Hult et al., 2004). focuses on the importance of management in
With the logic of the RBV Craighead et the client relationship, standing out in joint
al. (2009) identified eight critical knowledge research and development projects where
elements in the formation of supply chain the exchange of specialized knowledge, the
performance: memory tacitness, accessibility, definition of roles and responsibilities are
quality, use, intensity, responsiveness, and critical factors for inter-firm knowledge
learning capacity. creation.
Academics have identified that knowledge- ICT also plays a fundamental role in
based dimensions represent an important knowledge creation within supply chains
gap in the supply chain management field (Cassivi, 2006). Kodama (2005) examined
(Croom et al., 2000), these gaps also represent that the development of new products in a
an important opportunity. So, knowledge high technology field requires the fusion and
development in the firm is the key to achieve integration of several technologies within a
superior supply chain performance (Hult et suitable network both inside and outside the
al., 2005). firm in order to share, transfer and create
Another form to understand the knowledge.
knowledge importance in supply chains was Regarding the knowledge storage in the
developed by Done (2011, p. 5), he develops supply chain, Walsh and Unsong (1991)
a three phases framework to unify and mention that there are five repositories
integrate knowledge in a supply chain. Phase of knowledge, the individual, the culture,

Journal of Engineering Research ISSN 2764-1317 DOI 10.22533/at.ed.3173112304048

4
formal procedures and systems, structures transfer of knowledge ins influenced by the
and external activities. The empirical results market structure and the similarities between
demonstrated that a strategic orientation customers and suppliers (Myers and Cheung,
towards knowledge, a culture of learning and 2008). Also, Wang et al. (2008) developed
practices related to the firm’s human resources a learning perspective and developed a
have direct effects with the retention of framework to emphasize the effective transfer
knowledge in the firms (Nelson and McCann, of knowledge in the supply chain, where they
2010). Kong et al. (2011) suggest that the highlight that the joint learning of all supply
human resources department of organizations chain members increases the competitiveness.
along with practices related to innovation and Regarding the above framework, initial
learning play an important role in the storage knowledge transfers between supply chain
of knowledge. partners will occur in the form of explicit
On a research Hult et al. (2004) analyses the codified knowledge, as the knowledge evolves
creation, storage, and transfer of knowledge into internal functional capabilities through
and how these make that some supply chain learning by doing, the tacit knowledge will
outperforms others, they found that those increase (Kogut and Zander, 1992). The active
with better storage tend to seek to acquire communication becomes a key activity to
more knowledge and therefore have a better develop tacit knowledge in the supply chain
performance. regarding the implementation of practices
In terms of the transfer and exploitation of (Done, 2011).
knowledge with a focus on the supply chain,
the management of information, materials INFORMATION TECHNOLOGIES
and financial flows becomes knowledge that AND SUPPLY CHAIN INTEGRATION
can be used to optimize the supply chain The use of information technologies (IT)
integration (Hadaya and Cassivi, 2009). Other within supply chains has been increasing
authors mention that if the information is with the development of integrated IT, their
properly contextualized and the member use began in the early eighties mainly in
of a supply chain know how to react to the terms of software, hardware, connectivity.
information received, we speak of a knowledge They mention that the IT that have been
transfer and the firms can extend their intra- used are: bar codes in logistics systems, the
firm processes to an inter-firm process (Ke use of electronic data interchange (EDI), use
and Wei, 2007; Hadaya and Cassivi, 2009). of material requirement planning (MRP),
It can be considered a knowledge transfer business solution such as enterprise resource
in the supply chain when “the transfer of planning (ERP), the internet and web services
knowledge allows the members to orchestrate for communication between members of the
the operation of the supply chain and obtain supply chain (Miraz et al., 2016).
positions of competitive advantages. The lack In this sense, Simichi Levi et al. (2003)
of knowledge transfers has been consistently mention that the basic objectives of IT within
found as the fundamental failure factor in the the supply chain are: provide information
supply chain management” (Ke and Wei, p. and visibility, provide a single point of
207, 2007). information contact, make decisions based
The knowledge transfer also creates value on the total information of the supply chain
to customers and suppliers in the global and facilitate collaboration with the other
supply chain, its main results show that the members of the supply chain.

Journal of Engineering Research ISSN 2764-1317 DOI 10.22533/at.ed.3173112304048

5
 The IT can also be important sources exchange is essential to achieve a supply
of competitive advantages for the firms chain integration and benefits of this process
and therefore for supply chains (Benjamin (Vanpoucke et al., 2017).
et al., 1984; Porter and Millar 1985). In Also, Wu, Chuang and Hsu (2014) found
particular, Porter and Millar (1985) argued that trust, commitment, reciprocity and
that IT can change the structures and rules of power are the background of the information
competition, create competitive advantages sharing and integration among members in
and new business opportunities. Within the the supply chain, they proved that the previous
supply chain, Bowersox et al. (2002) pointed situations are important to determine the
out that IT is essential to obtain competitive exchange of information and collaboration.
advantages facilitating centralized planning, Furthermore, Cai et al. (2016) investigate
but with decentralized operations. Likewise, factors such collaboration and responsibility
Tripathy et al. (2016) found that IT is a key among supply chain members, finding that
element for firms to effectively execute collaboration in the supply chain positively
activities within the supply chain and obtain affects organizational responsibility and IT
a competitive advantage. serves as moderators of this relationships so
These competitive advantages can be they are key players in a supply chain.
reflected in the supply chain, Levary (2000) Another research that aims to investigate
suggest that IT in the supply chain provide a the IT and supply chain integration was
reduction of time, inventories, minimization made by Gonzalvez et al. (2015), they
of the whip effect and improvement of investigate the impact of information
the effectiveness of distribution channels. systems, the firm performance and the
Prajogo and Olhager (2012) highlight three supply chain integration, their results show
benefits: (1) IT allows firms to increase the that IT capabilities are important for the firm
volume and complexity of the information performance, but IT integration does not lead
that needs to be communicated among to an improvement in the performance of the
members; (2) IT allows firms to provide firm. Regarding the relationships between
important information in real-time for the IT and supply chain integration, it only
members, such inventory levels, delivery improves performance when there is a direct
status and production planning, permitting connection with customers and suppliers,
firms to manage and control their activities but it does not improve the performance of
in the supply chain; (3) IT facilitate the the entire supply chain.
alignment of forecast and scheduling Narasimhan and Wook (2001) identify
operations between firms improving inter- critical factors for the IT utilization in
firm coordination. supply chain integration activities such as
About the effects of the relationship of infrastructure support, the management of
IT and supply chain integration, Prajogo value creation, the logistics operations and
and Olhager (2012) they found that the the performance of the management of the
technological capabilities of the firm supply chain.
related to IT and the information sharing
through them have important effects on the MODEL BUILDING
operational integration of the supply chain. The supply chain integration seeks
In relation with operational integration of the to reduce the barriers that prevent the
supply chain, the use of IT to the information coordination, control and communication

Journal of Engineering Research ISSN 2764-1317 DOI 10.22533/at.ed.3173112304048

6
of the processes of the different firms within transfer (Hadaya and Cassivi, 2009; Ke and
a supply chain (Kaufman, 1997). With the Wei, 2007) and knowledge execution (Done,
supply chain integration, a predominant 2011).
aspect is the belief that by integrating the The second component was considered
supply chain the firms will improve their information and communication technologies,
competitive position (Lambert et al., 1998; where IT usefulness factors are identified
Frohlich and Westbrook, 2001; Bagchi and (SImichi Levi et al., 2003, Narasimhan and
Skjoett-Larsen, 2002), it has positive effects Wook, 2001), IT compatibility (Prajogo and
on the individual performance of the firms Olhager, 2012) and IT ease of use (Cai et al.,
(Bagchi and Chun Ha, 2005; Van der Vaart 2016).
and Van Donk, 2008), while others have a All of the above components influence
positive impact on the performance of the information integration (Rai et al., 2006;
supply chain (Narasimhan and Kim, 2002; Barrat y Oke, 2007; Caridi et al., 2014), the
Lee et al., 2007). logistics integration (Stock et al., 2000; Rai et
The benefits related to the integration of al., 2006) and the organizational integration
the supply chain within the framework of (Flynn et al., 2010; Counsins and Mengue,
RBV are observed in a reduction of costs 2006; Hines and McGowan, 2005).
and an increase in the value of the focal firm, The conceptual model developed
its shareholders and members of the supply proposes that the compatibility, ease of use
chain (Lee, 2000). In the RBV framework, and usefulness of IT positively influence
the interaction of the supply chain involves the use of IT in the supply chain. Likewise,
a set of planned investments in the information technologies have a positive
construction of long-term relationships influence on knowledge management
and the standardization of processes, which and both influence the integration of
creates a complex network, this relationship information, organizational integration and
is difficult to imitate by the other supply the integration of information. Finally, these
chains (Koufteros, et al., 2010; Chen et al., three elements influence the integration of
2009). In addition, capacities are created that the supply chain as figure 1 shows.
are difficult to imitate and that is worked
in a synchronized and close way, specific DISCUSSION
knowledge is shared (Blome et al., 2014; With the model component identified it
Schoenerr and Swink, 2012; Rosenszweig et was developed some hypothesis regarding
al., 2003), which increases efficiency and the the supply chain integration, the first
coordination of the supply chain (De Vita et hypothesis developed is that the IT utility, IT
al., 2011). ease of use and IT compatibility influences
positively the IT. The IT makes information
THE MODEL COMPONENTS visible, keeps firms in touch and facilitates
For the development of the conceptual decision making and collaboration between
model developed in this paper, the following supply chain participants, and also modifies
components were identified: the first competitive structures by reducing costs
component is knowledge creation (Hult et related to delivery times, inventories,
al., 2004; Craighead et al., 2009; Croom et al., reducing the whip-effect and production
2000), knowledge storage (Walsh and Unsong, forecasts.
1991; Nelson and McCann, 2010), knowledge

Journal of Engineering Research ISSN 2764-1317 DOI 10.22533/at.ed.3173112304048

7
 Figure 1. The conceptual model for supply chain integration.
Source: Own elaboration.

Also, the IT acts as intermediaries in the creation in the supply chain seeks to
exchange of information, so they are sought strengthen the relationship between partners.
to be easy to use and any person is able to The transfer of knowledge translated
receive, interpret and use the information in terms of information flows, materials
transferred. The IT must be compatible so and money, implies the development of
that the information that is transmitted can IT that facilitate availability, interpretation
arrive when it is needed and not have to use and decision making within the firm, these
decoders to interpret the information. And decisions will have repercussions on the value
finally, generate useful information to the firm thrown to the client. This point also involves
that can be transferred to the entire supply great coordination among the participants
chain and generate value. in the supply chain. So that the knowledge
The second hypothesis is that knowledge created, stored and transferred can finally be
creation, knowledge storage, knowledge executed by the firms in the supply chain,
transference and IT influences positively the development of information technologies
on knowledge management. The knowledge that improve those activities have become
creation involves great coordination between necessary.
supply chain members, must be committed The third hypothesis establishes that both
and open to interchange information, knowledge management and IT positively
processes, financial and human resources influence organizational integration, logistical
to develop new knowledge. The knowledge integration and the integration of information.

Journal of Engineering Research ISSN 2764-1317 DOI 10.22533/at.ed.3173112304048

8
 Finally, the fourth hypothesis was on the three components of supply chain
developed. In this sense, organizational integration, the logistics integration,
integration, logistical integration and the information integration and the
information integration have a positive organizational integration and these on the
influence on the integration of the supply general supply chain integration.
chain. This model can help firms to increase
The conceptual model developed their supply chain integration with clients
proposes that the compatibility, ease of use and suppliers and reduce the cost related
and usefulness of IT positively influence with these activities such the whip-effect,
the use of IT in the supply chain. Likewise, misunderstanding of information, high
information technologies have a positive logistics costs regarding time, deliveries or
influence on knowledge management IT incompatibilities.
and both influence the integration of A suggestion for future research, it is to
information, organizational integration and test empirically using a structural equation
the integration of information. Finally, these model or another statistical technique to
three elements influence the integration of know how information technologies and
the supply chain. knowledge management has influence in the
supply chain integration.
CONCLUSIONS Another suggestion is to add more
The main objective for supply chain variables that firms have such as total quality
integration is to reduce the barriers between management, innovation management,
the members of the supply partners, these strategic planning or production management
barriers could be the communication, and also test the impact they have to improve
information sharing, logistics or knowledge. the supply chain integration and design
This model develops how the knowledge strategies and better practices between the
and information technologies influences firms involved in a supply chain.

REFERENCES
Akkermans, H., Bogerd, P., & Vos, B. (1999). Virtuous and vicious cycles on the road towards international supply chain
management. International Journal of Operations & Production Management, 19(5/6), 565-581.

Awad, H., & Nassar, M. (2010). Supply Chain Integration: Definition and Challenges. Proceedings of the International
MultiConference of Engineers and Computers Scientist. Hong Kong: IMECS.

Bagchi, P., & Skjoett-Larsen, T. (2002). Integration of Information Technology and Organizations in a Supply Chain. The
International Journal of Logistics Management, 2(16), 89-108.

Bagchi, P., Chun Ha, B., Skjoett-Larsen, T., & Sorensen, L. (2005). Supply chain integration: a European survey. The International
Journal of Logistics Management, 16(2), 275-294.

Ballou, R. (2004). Logística: Administración de la cadena de suministro. México: Pearson.

Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 99-120.

Barney, J. B. (2012). Purchasing, Supply Chain Management and Sustained Competitive Advantage: The Relevance of Resource-
based theory. Journal of Supply Chain Management, 48(2), 3-6.

Benjamin, R., Rockart, J., Scott Morton, M., & Wyman, J. (1984). Information technology: a strategic opportunity. Sloan
Management Review, 25(4), 3-10.

Journal of Engineering Research ISSN 2764-1317 DOI 10.22533/at.ed.3173112304048

9
Blome, C., Schoenherr, T., & Eckstein, D. (n.d.). The impact of knowledge transfer and complexity on supply chain flexibility: A
knowledge-based view. International Journal of Production Economics, 147(B), 307-316.

Bowersox, D., Closs, D., & Cooper, B. (2002). Supply Chain Logistics Management. McGraw Hill.

Cai, Z., Huang, Q., Liu, H., & Liang, L. (2016). The moderating role of information technology capability in the relationship
between supply chain collaboration and organizational responsiveness: Evidence from China. International Journal of
Operations & Production Management, 36(10), 1247-1271.

Carter, P., Monczka, R., Ragatz, G., & Jennings, P. (2009). Supply Chain Integration: Challenges and Good Practices. Phoenix,
Az. : CAPS Research.

Cassivi, L. (2006). Collaboration planning in a supply chain. Supply Chain Management: An International Journal, 11(3), 249-
258.

Chen, H., Daugherty, P. J., & Landry, T. D. (2009). Supply Chain process integration: a theoretical framework. Journal of Business
Logistics, 30(2), 27-46.

Chin, W. W., Marcolin, B., & Newsted, P. (2003). A Partial Least Squares Latent Variable Modeling Approach for Measuring
Interaction Effects: Results from a Monte Carlo Simulation Study and an Electronic-Mail Emotion/Adoption Study. Information
Systems Research, 14(2), 189-217.

Coulson-Thomas, C. (2004). The knowledge entrepreneurship challenge: moving on from knowledge sharing to knowledge
creation and exploitation. The Learning Organization, 11(1), 84-93.

Craighead, C. W., Hult, G., & Ketchen, D. (2009). The effects of innovation-cost strategy, knowledge, and action in the supply
chain on firm performance. Journal of Operations Management, 27(5), 405-421.

Croom, S., Romano, P., & Giannakis, M. (2000). Supply Chain Management: an analytical framework for critical literature
review. European Journal of Purchasing & Supply Management, 6, 67-83.

CSCMP. (2013). Supply Chain Management Terms and Glossary. Retrieved 12 28, 2015, from CSCMP ORG.: https://cscmp.org/
sites/default/files/user_uploads/resources/downloads/glossary-2013.pdf

De Vita, G., Tekaya, A., & Wang, C. (2011). The Many Faces of Asset Specificity: A Critical Review of Key Theoretical Perspectives.
The International Journal of Management Reviews, 13(4), 329-348.

Done, A. (2011). Supply Chain Knowledge Management: a Conceptual Framework. University of Navarra, IESE Business
School. Barcelona: IESE Business School.

Fabbe-Costes, N., & Jahre, M. (2008). “Supply chain integration and performance: a review of the evidence. The International
Journal of Logistics Management, 19(2), 130-154.

Flynn, B. B., Huo, B., & Zhao, X. (2010). The Impact of Supply Chain Integration on Performance: A Contingency and
Configuration Approach. Journal of Operations Management, 28(1), 58-71.

Frohlich, M., & Westbrook, R. (2001). Arcs of integration: an international study of supply chain strategies. Journal of Operations
Management, 19(2), 185-200.

Gimenez, C., Van der Vaart, T., & Van Donk, D. (2012). Supply Chain Integration and Performance: The Moderating Effect of
Supply Complexity. International Journal of Operations & Production Management, 32(5), 583-610.

Gonzálvez, N., Molina, J., Soto, P., Varajao, J., & Trigo, A. (2015). Using integrated information systems in supply chain
management. Enterprise Information Systems, 9(2), 210-232.

Grant, R. M. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17(S2), 109-122.

Habib, M. (2010). Supply Chain Management: Theory and its future perspectives. International Journal of Business Management
and Social Sciences, 79-87.

Journal of Engineering Research ISSN 2764-1317 DOI 10.22533/at.ed.3173112304048

10
Hadaya, P., & Cassivi, L. (2009). Collaborative e-product development and product innovation in a demand-driven network: the
moderating role of eCRM. Electronic Markets, 19(2-3), 71-87.

Hall, D. J., & Saias, M. (1980). Strategy follows structure. Strategic Management Journal, 1(2), 149-163.

Halldorsson, A., Kotzab, H., Mikkola, J., & Skjott-Larsen, T. (2007). Complementary theories to supply chain management.
Supply Chain Management: An international journal, 12(4), 284-296.

Handfield, R., & Nichols, E. (1999). Introduction to supply chain management. Englewood Cliffs, NJ: Prentice Hall.

Hansen, M. T. (2002). Knowledge networks: Explaining effective knowledge sharing in multiunit companies. Organization
Science (13), 232-249.

Heskett, J., Glaskowsky, N., & Ivie, R. (1973). Business Logistics, Physical Distribution and Materials Management. New York:
The Ronald Press Company.

Hult, G. T., Ketchen Jr., D., & Slater, S. (2004). Information processing, knowledge development, and strategic supply chain
performance. Academy of Management Journal, 47(2), 241-253.

Hult, G. T., Ketchen Jr., D., Cavusgil, S., & Calantone, R. (2005). Knowledge as a strategic resource in supply chains. Journal of
Operations Management, 24, 458-475.

Hunt, S. D., & Davis, D. F. (2008). Grounding supply chain management in resource advantage theory. Journal of Supply Chain
Management, 44(1), 10-21.

Kaufman, R. (1997). Nobody Wins Until the Consumer Says, ‘I’ll Take It’. Apparel Industry Management, 58(2), 14-16.

Ke, W., & Wei, K. (2008). Trust and Power Influences in Supply Chain Collaboration. In C. Tang, C. Teo, & K. Wei, Supply Chain
Analysis (pp. 223-239). Boston, MA.: Springer.

Kodama, M. (2005). Knowledge creation through networked strategic communities: case studies on new product development
in Japanese companies. Long Range Planning, 38(1), 27-49.

Kogut, B., & Zander, U. (1992). Knowledge of the firm, combinative capabilities, and the replication of technology. Organization
Science, 3(3), 383-197.

Kong, F., Ming, X., Wang, L., Wang, P., Zuo, H., & He, L. (2011). An integrated modularity approach for green product
development. International Journal of Environmental Technology and Management, 14(5/6), 397-417.

Koufteros, X., Rawski, G., & Rupak, R. (2010). Organizational integration for product development: the effects on glitches, on-
time execution of engineering change orders, and market success. Decision Sciences, 41(1), 132-144.

Kwon, I., & Suh, T. (2005). Trust, Commitment and Relationships in Supply Chain Management: a path analysis. Supply Chain
Management: An International Journal, 10(1), 26-33.

LaLonde, B. (1997). Supply Chain Management: Myth or Reality? Supply Chain Management Review, 1, 7-8.

Lambert, D., & Pohlen, T. (2001). Supply Chain Metrics. The International Journal of Logistics Management, 1-19.

Lambert, D., Cooper, M., & Pagh, J. (1997). Supply Chain Management: More Than a New Name for Logistics. The International
Journal of Logistics Management, 8(1), 1-19.

Lambert, D., Cooper, M., & Pagh, J. (1998). Supply Chain Management: Implementation Issues and Research. The International
Journal of Logistics Management, 9(2), 1-19.

Lambert, D., Cooper, M., & Pagh, J. (1998). Supply Chain Management: Implementation Issues and Research. The International
Journal of Logistics Management, 9(2), 1-19.

Lee, C., Kwon, I., & Severance, D. (2007). Relationship between supply chain performance and degree of linkage among supplier,
internal integration, and customer. Supply Chain Management: An International Journal, 12(6), 444-452.

Journal of Engineering Research ISSN 2764-1317 DOI 10.22533/at.ed.3173112304048

11
Lee, H. (2000). Creating value through supply chain integration. Supply Chain Management Review, 4(4), 30-36.

Levary, R. (2000). Better supply chains through information technology. Industrial Management, 42(3), 629-644.

Lin, C., & Wu, C. (2005). Managing knowledge contributed by ISO 9001:2000. International Journal of Quality & Reliability
Management, 22(9), 968-985.

Lockamy, A., & McCormack, K. (2004). Linking SCOR planning practices to supply chain performance: an exploratory study.
International Journal of Operations & Production Management, 1192-1218.

Long, D. (2007). Logística Internacional. México: Limusa.

Malhotra, A., Gosain, S., & El Sawy, O. (2005). Absorptive Capacity Configurations in Supply Chains: Gearing for Partner-
Enabled Market Knowledge Creation. MIS Quarterly, 29(1), 145-187.

Mentzer, J., DeWitt, W., Keebler, J., Min, S., Nix, N., Smith, C., & Zacharia, Z. (2001). Defining supply chain management.
Journal of Business Logistics, 22(2), 1-25.

Min, S., Roath, A., Daugherty, P., Genchev, S., Chen, H., & Arndt, A. (2005). Supply Chain Collaboration: What’s Happening?
International Journal of Logistics Management, 16(2), 237-256.

MIn, S., Roath, A., Daugherty, P., Genchev, S., Chen, H., & Arndt, A. (2005). Supply chain collaboration: what’s happening?
International Journal of Logistics Management, 16(2), 237-256.

Miraz, M., Habib, M., & Molla, M. (2016). An overview of information technology tools implementation in supply chain
management. IETI Transactions on Computers, 2(2), 110-117.

Myers, M., & Cheung, M. (2008). Knowledge sharing between partners has more upsides than downsides, provided that the
right kind of knowledge goes back and forth. MIT Sloan Management Review.

Narasimhan, R., & Kim, S. (2001). Information system utilization strategy for supply chain integration. Journal of Business
Logistics, 22(2), 51-75.

Narasimhan, R., & Kim, S. (2002). Effect of supply chain integration on the relationship between diversification and performance:
evidence from Japanese and Korean firms. Journal of Operations Management, 20(3), 303-323.

Naslund, D., & Williamson, S. (2010). What is Management in Supply Chain Management? - A Critical Review of Definitions,
Frameworks and Terminology. Journal of Management Policy and Practice, 11-28.

Nelson, K., & McCann, J. (2010). Designing for knowledge worker retention & organization performance. Journal of Management
and Marketing Research.

Olavarrieta, S., & Ellinger, A. E. (1997). Resource-based theory and strategic logistics research. International Journal of Physical
Distribution & Logistics, 27(9/10), 559-587.

Oliver, R. K., & Webber, M. (1992). Supply-Chain Management: logistics catches up with strategy. In M. Christopher, Logistics:
The Strategic Issues. London: Chapman & Hall.

Penrose, E. T. (1959). The theory of the growth of the firm. Oxford: Blackwell.

Porter, M., & Millar, V. (1985). How information gives you competitive advantage. Harvard Business Review, 25(3), 149-160.

Power, D. (2005). Supply Chain Management Integration and Implementation: a Literature Review. Supply Chain Management:
An International Journal, 252-263.

Prahalad, C. K., & Hamel, G. (1990). The Core Competence of the corporation. Harvard Business Review, 68(3), 79-91.

Prajogo, D., & Olhager, J. (2012). Supply Chain Integration and Performance. The Effects of Long-term relationships, Information
Technology and Sharing, and Logistics Integration. International Journal of Production Economics, 135(1), 514-522.

Journal of Engineering Research ISSN 2764-1317 DOI 10.22533/at.ed.3173112304048

12
Rai, A., Patanayakuni, R., & Seth, N. (2006). Firm Performance Impacts of Digitally Enabled Supply Chain Integration
Capabilities. MIS Quarterly, 30(2), 225-246.

Ramsay, J. (2001). The Resource-Based perspective, rents, and purchasing’s contribution to sustainable competitive advantage.
Journal of Supply Chain Management, 37(2), 38-47.

Rosensweig, E., Roth, A., & Dean Jr., J. (2003). The influence of an integration strategy on competitive capabilities and business
performance: An exploratory study of consumer products manufacturers. Journal of Operations Management, 21(4), 437-456.

Schoenherr, T., & Swink, M. (2012). Revisiting the arcs of integration: Cross-validations and extensions. Journal of Operations
Management, 30(1), 99-115.

Simichi-Levi, D., Kaminsky, P., & Simichi-Levi, E. (2003). Designing and managing the supply chain: Concepts, strategies and
case studies. New York: McGraw Hill.

Stevens, G. C. (1989). Integrating the Supply Chain. International Journal of Physical Distribution & Materials Management,
19(8), 3-8.

Stock, J. (2009). A Research View of Supply Chain Management: Developments and Topics for Exploration. ORiON, 147-160.

Stock, J., & Boyer, S. (2009). Developing a Consensus Definition of Supply Chain Management: a Qualitative Study. International
Journal of Physical Distribution & Logistics Management, 690-711.

Supply Chain Council. (2015). Supply Chain Operations Reference (SCOR) Model. Retrieved 12 25, 2015, from SCOR
Frameworks: http://www.apics.org/sites/apics-supply-chain-council/frameworks/scor

Tripathy, S., Chakraborty, A., & Lee, G. (2016). Information technology is an enabling factor affecting supply chain performance
in Indian SMEs: A structural equation modelling approach. Journal of Modelling in Management, 11(1), 269-287.

Van der Vaart, T., & Van Donk, D. (2008). A critical review of survey-based research in supply chain integration. International
Journal of Production Economics (111), 42-55.

Vanpoucke, E., Vereecke, A., & Muylle, S. (2017). Leveraging the impact of supply chain integration through information
technology. International Journal of Operations and Production Management, 37(4), 510-530.

Walsh, J., & Ungson, G. (1991). Organizational memory. Academy of Management Review, 16(1), 57-91.

Wang, M., Liu, J., Wang, H., Cheung, W., & Xie, X. (2008). On-demand e-supply chain integration: A multi-agent constraint-
based approach. Expert Systems with Applications, 2683-2692.

Weck, M. (2006). Knowledge creation and exploitation in collaborative R&D projects: lessons learned on success factors.
Knowledge and Process Management, 13(4), 252-263.

Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2), 171-180.

Wu, I., Chuang, C., & Hsu, C. (2014). Information sharing and collaborative behaviors in enabling supply chain performance: A
social exchange perspective. International Journal of Production Economics, 148, 122-132.

Zhang, M., & Huo, B. (2013). The Impact of Dependence and Trust on Supply Chain Integration. International Journal of
Physical Distribution and Logistics Management, 43(7), 544-563.

Journal of Engineering Research ISSN 2764-1317 DOI 10.22533/at.ed.3173112304048

13