Online from: 1986
Subject Area: Marketing
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|Title:||Towards a multi-dimensional approach to supply management: a comparative case study|
|Author(s):||Carlos Brito, (Faculty of Economics, University of Porto, Porto, Portugal), Catarina Roseira, (Faculty of Economics, University of Porto, Porto, Portugal)|
|Citation:||Carlos Brito, Catarina Roseira, (2007) "Towards a multi-dimensional approach to supply management: a comparative case study", Journal of Business & Industrial Marketing, Vol. 22 Iss: 1, pp.72 - 79|
|Keywords:||Buyer-seller relationships, Networking, Supply chain management|
|Article type:||Case study|
|DOI:||10.1108/08858620710722842 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – The article aims at contributing to a better understanding of the interdependence between supply management and the strategic position of the buying firm.
Design/methodology/approach – The research follows a qualitative analysis of two cases: Adira, a family-owned manufacturer of machinery to cut steel, and Vulcano, a manufacturer of instantaneous house gas water-heaters and boilers.
Findings – The article finds that supply management decisions depend not only on the network position of the buying firm, but also on the network vision of its managers.
Research limitations/implications – The study is based on two contrasting cases. Further research should develop and test the findings by using other cases and methodological approaches more quantitative in nature.
Practical implications – The article has three major practical implications: supply management should integrate three levels of decisions: dyadic, portfolio and network decisions; supply management does not depend solely on firms' strategic positioning and strategies, but also on managers' network theory about the role and capabilities of suppliers; and “no strategy” can also be a strategy.
Originality/value – The study was conducted on the basis of a multi-dimensional model that integrates three levels of analysis: dyadic, portfolio and network.
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