Antecedents and consequences of electronic supply chain management diffusion

Abstract

Purpose Grounded in the resource-based view and social exchange theory, the purpose of this paper is to develop a research model that offers a comprehensive understanding of the antecedents and consequences of electronic supply chain management (e-SCM) diffusion. Design/methodology/approach Survey data from 142 managers (in charge of e-SCM projects in their companies) of large Taiwanese firms were collected and used to test the hypotheses using hierarchical moderated regression analysis. Findings The results indicate that information technology deployment capability, operational capability, human resource capability, and knowledge sharing are important antecedents of e-SCM diffusion. In turn, higher levels of e-SCM diffusion lead to greater competitive performance. This study also finds that knowledge sharing plays a moderating role by strengthening the relationship between organizational capabilities (e.g. operational capability and human resource capability) and e-SCM diffusion. Practical implications Managers should recognize that human resource development activities (recruiting, training, and managing valuable e-SCM personnel) are an important source of e-SCM diffusion. Similarly, managers must establish the connection between human resource capabilities and e-SCM diffusion (i.e. “soft-side” e-SCM) such as hiring and retaining skilled e-SCM personnel, training and development for e-SCM personnel, and measuring e-SCM personnel’s global mindset over time. Originality/value Theoretically, this study aims to provide a research model that is capable of understanding the antecedents and consequences of e-SCM diffusion. From the managerial perspective, the findings of this study provide valuable decision guides for practitioners to help them identify and develop firm internal capabilities and social mechanisms that foster e-SCM diffusion.