The effects of supplier-to-buyer identification on operational performance—An empirical investigation of inter-organizational identification in automotive relationships |
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Authors: | Daniel Corsten Thomas GruenMarion Peyinghaus |
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Institution: | a IE Business School, Madrid, Spain b University of Colorado, Colorado Springs, United States c pom+International, Zurich, Switzerland |
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Abstract: | Over the past decade conceptual and empirical research in operations management has embraced the idea that collaborative supplier-buyer relationships are a source of competitive advantage for manufacturing firms. Anecdotal evidence from the Japanese and U.S. automotive industry and emerging research suggests that inter-organizational identification of suppliers with their buyers, termed supplier-to-buyer identification, is an unexplored factor of relational advantage. This study presents a model and empirical test that supplier-to-buyer identification fosters superior operational performance by enhancing trust, supplier relation-specific investments, and information exchange. Through a survey of 346 automotive supplier-buyer relationships, the findings show that supplier-to-buyer identification directly impacts supplier relationship-specific investments and information exchange, although most of the latter effect is mediated by trust. The findings also indicate that supplier relation-specific investments and information exchange play different but complementary roles in influencing operational performance. The results suggest new directions for supplier-buyer relationship research in operations management and important managerial implications. |
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Keywords: | Operations strategy Social identity theory Buyer-supplier relationships Trust Information exchange Relation-specific investments Operational performance Empirical research Survey Automotive |
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