ENHANCING ORGANIZATIONAL CAPABILITIES THROUGH SUPPLIER KNOWLEDGE FLOW

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AKHAVAN P.; SHAHABIPOUR A.; HOSNAVI R.

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Journal: INDUSTRIAL ENGINEERING & MANAGEMENT SHARIF (SHARIF: ENGINEERING) Year:2019 | Volume:34-1 | Issue:2/1 Page(s): 65-76

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Information Journal Paper

Title

ENHANCING ORGANIZATIONAL CAPABILITIES THROUGH SUPPLIER KNOWLEDGE FLOW

Author(s)

AKHAVAN P. | SHAHABIPOUR A. | HOSNAVI R. | Issue Writer Certificate

Keywords

Supplier knowledgeQ1

knowledge owQ1

capabilityQ1

willingnessQ1

consisted partial least squareQ1

Abstract

The aim of this paper is to survey the relation of knowledge for supplier with their capabilities and willingness as the development criteria. There are many context to have knowledge flow. What are more beneficial contexts? After developing the research hypothesis, a structured questionnaire was adopted to gather primary data from suppliers. The draft questionnaire was sent to five academic and industry experts to comment on the content. Received feedback was utilized to change the layout of the questionnaire. The selected participants were the managers' purchasing managers or equivalent position. Sampling is purposive and defined before the data collection commences. 105 questionnaires were sent back. Six questionnaires were rejected. 99 complete and clean questionnaires were analyzed. The questionnaires received within the first 15 days and questionnaires received later were compared with a subset of 25 non-respondents to test of non-response bias. The non-significance of these tests shows that non-response bias does not matter to the validity of findings. When PLS is applied to reflective constructs, it leads to inconsistency of PLS path coefficient estimates. PLSc provides a correction for this estimate. The state of the art consistent PLS technique is utilized instead of traditional PLS. With regard to definition, knowledge for supplier has a large effect on supplier capabilities. The Important-Performance Matrix Analysis prioritizes the indicators and suggests to focus on knowledge flow about manufacturing processes, development expertise and marketing expertise. Results showed that supplier willingness for sharing confidential knowledge and longtime relationship depends on development programs. Having a communication mechanism for each of partnership's specific contexts is suggested to maximize the knowledge flow. The main contribution of the paper is to survey the Supplier knowledge in depth for maximizing the knowledge flow and study the effect on the segmentation criteria such as capability and willingness. Important-Performance Matrix Analysis is utilized to prioritize the indicators.

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APA: Copy

AKHAVAN, P., SHAHABIPOUR, A., & HOSNAVI, R.. (2019). ENHANCING ORGANIZATIONAL CAPABILITIES THROUGH SUPPLIER KNOWLEDGE FLOW. INDUSTRIAL ENGINEERING & MANAGEMENT SHARIF (SHARIF: ENGINEERING), 34-1(2/1 ), 65-76. SID. https://sid.ir/paper/107730/en

Vancouver: Copy

AKHAVAN P., SHAHABIPOUR A., HOSNAVI R.. ENHANCING ORGANIZATIONAL CAPABILITIES THROUGH SUPPLIER KNOWLEDGE FLOW. INDUSTRIAL ENGINEERING & MANAGEMENT SHARIF (SHARIF: ENGINEERING)[Internet]. 2019;34-1(2/1 ):65-76. Available from: https://sid.ir/paper/107730/en

IEEE: Copy

P. AKHAVAN, A. SHAHABIPOUR, and R. HOSNAVI, “ENHANCING ORGANIZATIONAL CAPABILITIES THROUGH SUPPLIER KNOWLEDGE FLOW,” INDUSTRIAL ENGINEERING & MANAGEMENT SHARIF (SHARIF: ENGINEERING), vol. 34-1, no. 2/1 , pp. 65–76, 2019, [Online]. Available: https://sid.ir/paper/107730/en

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