Knowledge acquisition in supply chain partnerships: The role of power

Qile He, Abby Ghobadian, David Gallear

Research output: Contribution to journalArticle

61 Citations (Scopus)

Abstract

Knowledge is recognised as an important source of competitive advantage and hence there has been increasing academic and practitioner interest in understanding and isolating the factors that contribute to effective knowledge transfer between supply chain actors. The literature identifies power as a salient contributor to the effective operation of a supply chain partnership. However, there is a paucity of empirical research examining how power among actors influences knowledge acquisition and in turn the performance of supply chain partners. The aim of this research is to address this gap by examining the relationship between power, knowledge acquisition and supply chain performance among the supply chain partners of a focal Chinese steel manufacturer. A structured survey was used to collect the necessary data. Two conceptually independent variables – ‘availability of alternatives’ and ‘restraint in the use of power’ – were used to assess actual and realised power, respectively. Controlling for contingencies, we found that the flow of knowledge increased when supply chain actors had limited alternatives and when the more powerful actor exercised restraint in the use of power. Moreover, we found a positive relationship between knowledge acquisition and supply chain performance. This paper enriches the literature by empirically extending our understanding of how power affects knowledge acquisition and performance.

Original languageEnglish
Pages (from-to)605-618
Number of pages13
JournalInternational Journal of Production Economics
Volume141
Issue number2
Early online date9 Oct 2012
DOIs
Publication statusPublished - Feb 2013

Fingerprint

Knowledge acquisition
Supply chains
Supply chain
Availability
Steel

Keywords

  • Supply chain partnership
  • Knowledge acquisition
  • Power
  • Supply chain performance

Cite this

Knowledge acquisition in supply chain partnerships: The role of power. / He, Qile; Ghobadian, Abby; Gallear, David.

In: International Journal of Production Economics, Vol. 141, No. 2, 02.2013, p. 605-618.

Research output: Contribution to journalArticle

He, Qile ; Ghobadian, Abby ; Gallear, David. / Knowledge acquisition in supply chain partnerships: The role of power. In: International Journal of Production Economics. 2013 ; Vol. 141, No. 2. pp. 605-618.
@article{bc72433d259942078e43443c4f1b4cb2,
title = "Knowledge acquisition in supply chain partnerships: The role of power",
abstract = "Knowledge is recognised as an important source of competitive advantage and hence there has been increasing academic and practitioner interest in understanding and isolating the factors that contribute to effective knowledge transfer between supply chain actors. The literature identifies power as a salient contributor to the effective operation of a supply chain partnership. However, there is a paucity of empirical research examining how power among actors influences knowledge acquisition and in turn the performance of supply chain partners. The aim of this research is to address this gap by examining the relationship between power, knowledge acquisition and supply chain performance among the supply chain partners of a focal Chinese steel manufacturer. A structured survey was used to collect the necessary data. Two conceptually independent variables – ‘availability of alternatives’ and ‘restraint in the use of power’ – were used to assess actual and realised power, respectively. Controlling for contingencies, we found that the flow of knowledge increased when supply chain actors had limited alternatives and when the more powerful actor exercised restraint in the use of power. Moreover, we found a positive relationship between knowledge acquisition and supply chain performance. This paper enriches the literature by empirically extending our understanding of how power affects knowledge acquisition and performance.",
keywords = "Supply chain partnership, Knowledge acquisition, Power, Supply chain performance",
author = "Qile He and Abby Ghobadian and David Gallear",
year = "2013",
month = "2",
doi = "10.1016/j.ijpe.2012.09.019",
language = "English",
volume = "141",
pages = "605--618",
journal = "International Journal of Production Economics",
issn = "0925-5273",
publisher = "Elsevier",
number = "2",

}

TY - JOUR

T1 - Knowledge acquisition in supply chain partnerships: The role of power

AU - He, Qile

AU - Ghobadian, Abby

AU - Gallear, David

PY - 2013/2

Y1 - 2013/2

N2 - Knowledge is recognised as an important source of competitive advantage and hence there has been increasing academic and practitioner interest in understanding and isolating the factors that contribute to effective knowledge transfer between supply chain actors. The literature identifies power as a salient contributor to the effective operation of a supply chain partnership. However, there is a paucity of empirical research examining how power among actors influences knowledge acquisition and in turn the performance of supply chain partners. The aim of this research is to address this gap by examining the relationship between power, knowledge acquisition and supply chain performance among the supply chain partners of a focal Chinese steel manufacturer. A structured survey was used to collect the necessary data. Two conceptually independent variables – ‘availability of alternatives’ and ‘restraint in the use of power’ – were used to assess actual and realised power, respectively. Controlling for contingencies, we found that the flow of knowledge increased when supply chain actors had limited alternatives and when the more powerful actor exercised restraint in the use of power. Moreover, we found a positive relationship between knowledge acquisition and supply chain performance. This paper enriches the literature by empirically extending our understanding of how power affects knowledge acquisition and performance.

AB - Knowledge is recognised as an important source of competitive advantage and hence there has been increasing academic and practitioner interest in understanding and isolating the factors that contribute to effective knowledge transfer between supply chain actors. The literature identifies power as a salient contributor to the effective operation of a supply chain partnership. However, there is a paucity of empirical research examining how power among actors influences knowledge acquisition and in turn the performance of supply chain partners. The aim of this research is to address this gap by examining the relationship between power, knowledge acquisition and supply chain performance among the supply chain partners of a focal Chinese steel manufacturer. A structured survey was used to collect the necessary data. Two conceptually independent variables – ‘availability of alternatives’ and ‘restraint in the use of power’ – were used to assess actual and realised power, respectively. Controlling for contingencies, we found that the flow of knowledge increased when supply chain actors had limited alternatives and when the more powerful actor exercised restraint in the use of power. Moreover, we found a positive relationship between knowledge acquisition and supply chain performance. This paper enriches the literature by empirically extending our understanding of how power affects knowledge acquisition and performance.

KW - Supply chain partnership

KW - Knowledge acquisition

KW - Power

KW - Supply chain performance

U2 - 10.1016/j.ijpe.2012.09.019

DO - 10.1016/j.ijpe.2012.09.019

M3 - Article

VL - 141

SP - 605

EP - 618

JO - International Journal of Production Economics

JF - International Journal of Production Economics

SN - 0925-5273

IS - 2

ER -