Outline of the reviewed literature
| Authors | Contribution/topic treated |
|---|---|
| De Snoo et al. (2011) | Uncertainty and its impact on scheduling (i.e. in the context of – PPC and intrafunctional level) |
| Gustavsson (2007) | Technical and organizational integration and its impact on IQ in the context of PPC (intrafunctional level) |
| O'Leary-Kelly & Flores (2002) | Integration between sales/marketing decisions and manufacturing/purchasing decisions |
| Maiga et al. (2015) | Relationship between IS integration and performance |
| Pérez-López et al. (2019) | Structural equation model related to the integration of ICT in production systems and in the supply chain |
| Li et al. (2006) | Relationship between SCM practices, competitive advantage and organizational performance (five dimensions of SCM practice are considered: strategic supplier partnership, customer relationship, level of information sharing, quality of information sharing and postponement) and higher levels of SCM practice can lead to enhanced competitive advantage and improved organizational performance |
| Flynn et al. (2010) | Relationship between three dimensions of SCI (customer, supplier and internal integration), operational and business performance from both a contingency and a configuration perspective; hierarchical regression is used for the contingency approach, and cluster analysis is used for the configuration approach |
| Lee et al. (2010) | Antecedents of information sharing and collaboration; relationship between information sharing and collaboration and performance; factors/antecedents that influence the level of operational and strategic information sharing and collaboration: trust, interdependency and rate of technological change |
| Wong et al. (2011) | Relationships between three dimensions of supply integration and four dimensions of operational performance, moderated by environmental uncertainty (EU); under high EU, the associations between suppler/customer integration and delivery and flexibility performance are strengthened, as well as the associations between internal integration and product quality and production cost |
| Kalyar et al. (2020) | Innovativeness as an antecedent of SCI, i.e. positively related to SCI (internal, supplier and customer integration and external integration orientation); SCI positively related to supply chain performance; supply chain innovativeness directly related to supply chain performance and EU as a moderating factor of the SC integration–performance relationship |
| Donaldson (2001) | Contingency theory |
| Vokurka & O'Leary-Kelly (2000), Mula et al. (2006), De Snoo et al. (2011) | Different dimensions of uncertainty |
| Kalyar et al. (2020), Munir et al. (2020) | Other variables mediating the relationship between integration and performance (innovativeness and SCRM, respectively) |
| Glenn Richey et al. (2009) | Barriers that moderate the relationship between the drivers of integration and firm performance |
| Li et al. (2006), Wong et al. (2011), Chang et al. (2016), Pérez-López et al. (2019), Kalyar et al. (2020), Munir et al. (2020) | Performance measured as a multidimensional construct related to the competitive priorities (cost, quality, delivery and flexibility) |
| Flynn et al. (2010), Chang et al. (2016) | Performance measured as operational and business performance |
| Fabbe-Costes & Jahre (2008), Autry et al. (2014), Sagawa & Nagano (2015), Chang et al. (2016) | Literature review about integration and performance relationships |
| Forslund & Jonsson (2007) | Relationship between forecast information access/quality and supply chain performance |
| Marinagi et al. (2015) | Relationship between IQ and supply chain performance mediated by information sharing |
| Chavez et al. (2015) | Relationship between customer integration and performance (in terms of quality, delivery and flexibility) partially mediated by IQ |
| Myrelid and Jonsson (2019) | Relationship between IQ/integration determinants (information sharing, interorganizational collaboration and intraorganizational process support) and IQ dimensions (relevance, accessibility, credibility, understandability and ease of operation) |
| Pagell (2004), Pimenta et al. (2016) | Antecedents of internal integration, involving marketing and logistic functions |
| Pedroso et al. (2016) | Interfunctional integration as a promoter of S&OP and enablers and barriers for S&OP |
| Authors | Contribution/topic treated |
|---|---|
| Uncertainty and its impact on scheduling (i.e. in the context of – PPC and intrafunctional level) | |
| Technical and organizational integration and its impact on IQ in the context of PPC (intrafunctional level) | |
| Integration between sales/marketing decisions and manufacturing/purchasing decisions | |
| Relationship between IS integration and performance | |
| Structural equation model related to the integration of ICT in production systems and in the supply chain | |
| Relationship between SCM practices, competitive advantage and organizational performance (five dimensions of SCM practice are considered: strategic supplier partnership, customer relationship, level of information sharing, quality of information sharing and postponement) and higher levels of SCM practice can lead to enhanced competitive advantage and improved organizational performance | |
| Relationship between three dimensions of SCI (customer, supplier and internal integration), operational and business performance from both a contingency and a configuration perspective; hierarchical regression is used for the contingency approach, and cluster analysis is used for the configuration approach | |
| Antecedents of information sharing and collaboration; relationship between information sharing and collaboration and performance; factors/antecedents that influence the level of operational and strategic information sharing and collaboration: trust, interdependency and rate of technological change | |
| Relationships between three dimensions of supply integration and four dimensions of operational performance, moderated by environmental uncertainty (EU); under high EU, the associations between suppler/customer integration and delivery and flexibility performance are strengthened, as well as the associations between internal integration and product quality and production cost | |
| Innovativeness as an antecedent of SCI, i.e. positively related to SCI (internal, supplier and customer integration and external integration orientation); SCI positively related to supply chain performance; supply chain innovativeness directly related to supply chain performance and EU as a moderating factor of the SC integration–performance relationship | |
| Contingency theory | |
| Different dimensions of uncertainty | |
| Other variables mediating the relationship between integration and performance (innovativeness and SCRM, respectively) | |
| Barriers that moderate the relationship between the drivers of integration and firm performance | |
| Performance measured as a multidimensional construct related to the competitive priorities (cost, quality, delivery and flexibility) | |
| Performance measured as operational and business performance | |
| Literature review about integration and performance relationships | |
| Relationship between forecast information access/quality and supply chain performance | |
| Relationship between IQ and supply chain performance mediated by information sharing | |
| Relationship between customer integration and performance (in terms of quality, delivery and flexibility) partially mediated by IQ | |
| Relationship between IQ/integration determinants (information sharing, interorganizational collaboration and intraorganizational process support) and IQ dimensions (relevance, accessibility, credibility, understandability and ease of operation) | |
| Antecedents of internal integration, involving marketing and logistic functions | |
| Interfunctional integration as a promoter of S&OP and enablers and barriers for S&OP |
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