Little is known about why some supply chains perform well while others do not. Drawing on the knowledge-based view of the firm and theory from the information processing and organizational learning literatures, we devised a model linking knowledge development to cycle time in strategic supply chains--chains whose members are strategically, operationally, and technologically integrated. Using data from 58 chains in a "Fortune" 500 firm, we found that the knowledge development process explained substantial variance in cycle time.
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