DEFINING AND OPERATIONALIZING SUPPLY CHAIN PROCESS INTEGRATION |
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| Authors: | Haozhe Chen Patricia J Daugherty Anthony S Roath |
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| Institution: | 1. East Carolina University;2. (Ph. D. The University of Oklahoma) is an Assistant Professor in Marketing and Supply Chain Management at East Carolina University. He has published in Business Horizons, Industrial Marketing Management, International Journal of Logistics Management, Journal of Business Logistics, and Transportation Research: Part E. His industry background includes eight years of managerial experience in international trade business.;3. The University of Oklahoma;4. (Ph.D. Michigan State University) is Division Director and Siegfried Chair in Marketing and Supply Chain Management at The University of Oklahoma. She is the immediate past‐Editor of the Journal of Business Logistics. She has published widely in logistics and supply chain journals.;5. (Ph. D. Michigan State University) is an Associate Professor of Marketing and Supply Chain Management at The University of Oklahoma. He has published in Transportation Journal, International Journal of Logistics Management, Journal of World Business, Journal of Business Research, Journal of Business Logistics, and Journal of International Business Studies. |
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| Abstract: | Integration has been recognized as critical to successful supply chain management. However, an extensive literature review revealed no consensus in its conceptualization. The current study attempts to address this research gap by providing a better definition and operationalization of supply chain process integration. With empirical support, it is proposed that internal and external supply chain process integration should be treated as two separate constructs, each comprised of two dimensions: connectivity and simplification. |
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| Keywords: | Connectivity Definition Operationalization Simplification Supply chain process integration |
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