Modeling transformational leadership, supply chain collaboration and firm performance – a case of India

变革型领导 独创性 供应链 业务 价值(数学) 竞争 产业组织 知识管理 营销 管理 计算机科学 经济 微观经济学 创造力 心理学 社会心理学 机器学习
作者
H. Mahesh Prabhu,Amit Kumar Srivastava
出处
期刊:International Journal of Emerging Markets [Emerald (MCB UP)]
被引量:4
标识
DOI:10.1108/ijoem-04-2022-0651
摘要

Purpose The competitive rivalry, rapid change and high business volatility necessitate inter-organizational collaboration, including the supply chain (SC). This paper develops an interpretive model of the effect of the chief executive officers’ (CEO's) transformational leadership (TL) style on SC collaboration and, consequently, on the firm's performance. Design/methodology/approach Total interpretive structural modeling (TISM) is adopted to develop a hierarchical model to delineate the association between the elements of TL, SC collaboration and firm performance. Furthermore, the model has been validated statistically. Findings The TISM analysis results suggest that the TL style elements require maximum attention and are strategic. These elements drive factors of SC collaboration leading to improved firm performance. Therefore, CEO leadership is critical for SC collaboration to effectively affect firm performance. Research limitations/implications The TISM framework in this paper preferred the majority approach over the fuzzy one, which requires a much larger data set. However, the bias of the majority approach can be eliminated by having multiple consultations with participants. Further, the development and validation of the paper was limited to manufacturing small and medium enterprises (SMEs) in India. The model can also be tested in large organizations to garner additional insights. Originality/value This study uniquely integrates TL and SC collaboration elements to explain firm performance. The TISM framework explains not only the “what” and “how” but also the “why” of theory building. This study also adds methodological value by combining triangulation with the interpretive tool.

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