Supply Chain and Relationships
Dario Miočević seeks comments on his research in the area of relationships, especially as they apply to the supply chain
ARC: Community: ELMAR: Posting
Below you can see a conceptual model and a brief explanation of the variables and their interaction and hypothesized casual relationship. My idea is to gather oppinion from researchers among the various marketing disciplines (organizational buying, relationship marketing and CRM, value creation, supply chain management, etc.) because I see this conceptual model as quite interdisciplinary. In other words, I want to gather all the possible reactions from other researchers involved in the all areas which the conceptual model comprises. I want to proliferate my conceptual model of dissertation and to see what others, mostly from the academic marketing community, think about this conceptualization? Is it proper and theory driven?
First of all, the model comprises three block of variables: relational environment variables (trust, commitment and interdependence), transvectional continuum (CRM; SRM and SCO – supply chain orientation) and performance measurement (organizational buying effectiveness).
Concepts and variables explanation:
– trust, commitment and interdependence – conceptualized and empirically tested many times is b2b relationships, but distinct supply chain context offers a whole new dimension of conceptal and empirical analysis. Antecedents and most important factors in relationship building in supply chain
– CRM and SRM processes and SCO – mainly covered from the original supply chain research and marketing research. These variables are serving mainly as a mediators in beahvioral antecedent-performance linkage. Also, an interesting path is one which tries to explain that supply chain orientation as a phenomena which neccessarily appears after the successful supply chain management initiatives (CRM and SRM processes) implementation
– Organizational buying effectiveness – main idea behind this concept is that organizational buying and purchasing serves as an value creation mechanism in the supply chain which main task is to provide the value for the forthcoming member of the chain. In that case, OB effectiveness construct should include items such: value perception (customer oriented – what is valuable to my customer from my procurement practice?), lateral invovlement (number of functional departments involved in buying situation – the more people from a various departments are included, the more input is injected in defining the value proposition for the customer) and decentralization of decision making (internal marketing exchanges allowing the multiple decision making input).
In the model there is a brief and clear specification of main causal relationships, but there are linkages which I didn’t manage to capture graphically. These include direct linkages of relational environment variables on performance variable (organizational buying effectiveness). But my main idea is that performance can be more efficiently explained indirectly through mediation of transvectional continuum variables. Regarding these variables, I posit that CRM and SRM could have greater impact on performance variable through mediation of SCO (supply chain orientation) which is neccessary outcome of managament incentives in supply chain. Therefore I’m looking for the researchers from
I would be glad if you could help in any way you can (suggestions, constructive critics, possible remarks) in oreder to make my conceptual model more prolific before I start with empirical research
For more information please contact me:
Research Assistant and PhD student
Postgraduate PhD Programme in "Business", University of Split
Department of Marketing
Faculty of Economics
Matice Hrvatske 31
Tel.: +385 21 430 779
GSM: +385 98 903 1226