Supply Chain Contagion
Supply Chain Contagion
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DOI：
10.1509/jmkg.72.2.63
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发表时间：
2008-03
影响因子：
12.9
通讯作者：
Richard G. McFarland;J. Bloodgood;J. Payan
中科院分区：
文献类型：
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作者：
Richard G. McFarland;J. Bloodgood;J. Payan
作者利用对企业间关系、营销渠道、运营管理和网络理论文献的研究，并在定性深度访谈的基础上，发现了一种新现象，他们称之为“供应链传染”。供应链传染是供应链内企业间行为从一种二元关系传播到相邻二元关系的过程。传染可能在无意中发生，无论受影响方是否知情。作者利用制度理论开发了一个概念模型，可以预测可能发生传染的条件。尽管传染可能采取任意数量的公司间行为的形式，但从操作上来说，作者关注的是制造商与其经销商使用的下游影响策略是否被这些经销商与最终客户模仿。他们使用 151 个垂直链接的制造商-经销商-客户供应链三元组的样本进行了结论性研究，并解释了在供应链传染方面使用下游影响策略的巨大差异 (R2 = .30)。鉴于对影响策略使用的替代先例的广泛先前经验支持，供应链传染的解释力令人印象深刻，并表明中介机构如何对待最终客户在很大程度上可以解释为中介机构只是模仿其供应商如何对待他们。除了确定新的理论概念外，该研究还为宏观和微观制度因素对企业间行为的影响提供了实证支持。与明显传染水平呈正相关的具体因素是环境不确定性以及边界人员之间接触的感知相似性和频率；依赖性不对称对明显的传染有负面影响。意识到供应链传染效应的管理者和跨界人员应该能够更好地从战略上影响渠道合作伙伴的行为，并且可以更好地防止自己无意中模仿供应链中的其他组织。
Drawing on research from the interfirm relationship, marketing channels, operations management, and network theory literature and on the basis of qualitative depth interviews, the authors identify a new phenomenon they call “supply chain contagion.” Supply chain contagion is the propagation of interfirm behaviors from one dyadic relationship to an adjacent dyadic relationship within the supply chain. Contagion can occur inadvertently and with or without the knowledge of the affected parties. Using institutional theory, the authors develop a conceptual model that predicts the conditions under which contagion is likely to occur. Although contagion may take the form of any number of interfirm behaviors, operationally, the authors focus on whether the downstream influence strategies that manufacturers use with their dealers are imitated by these same dealers with end customers. They conduct conclusive research using a sample of 151 vertically linked manufacturer–dealer–customer supply chain triads and explain a large variance (R2 = .30) in the use of downstream influence strategies in terms of supply chain contagion. Given extensive prior empirical support for alternative antecedents to influence strategy usage, the explanatory power of supply chain contagion is impressive and suggests that how intermediaries treat end customers is explained, to a large degree, as the intermediaries simply imitating how their suppliers treated them. In addition to the identification of a new theoretical concept, the study provides empirical support for the effects of both macro- and microinstitutional factors on interfirm behavior. Specific factors that are positively related to the level of manifest contagion are environmental uncertainty and the perceived similarity and frequency of contact between boundary personnel; dependence asymmetry has a negative effect on manifest contagion. Managers and boundary-spanning personnel who are aware of supply chain contagion effects should be better able to influence strategically the behavior of channel partners and may be better inoculated against their own unintended imitation of other organizations within their supply chain.