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How can supply networks increase firm value? A causal framework to structure the answer

  • Original Paper
  • Published:
Logistics Research

Abstract

The recent literature in the field of supply chain management emphasizes the role of inter-organizational networks and the integration of vertical reproduction networks (supply chains) in particular as a key factor for value creation. However, the literature includes little empirical evidence. This situation suggests the need to appraise investments in such networks or supply chains carefully. How can a decision maker reliably assess the effect of investing in inter-organizational network arrangements on firm value? This article takes up this issue and suggests a framework consisting of five components to help answer the question. The task of the framework is to support the structuring and revelation of the causal chain between investments in the network on the one hand and the effect of these investments on firm value on the other hand. The article develops and explains the framework in detail and later on relates extant literature to its components. A finding of this article is that potential causal chains from changes in a supply chain or supply network to firm value can be quite long and hypothetical.

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Notes

  1. See also Williamson’s [135] concept of investments in transaction-specific (idiosyncratic) assets.

  2. For a brief description of the reproduction network and the other network types, see e.g. Otto [102]. For an alternative classification see e.g., Möller et al. [93].

  3. New [97] (p. 20) coined the term “supply chain hypothesis”: “Organizations will reap commercial benefits from understanding the supply chain and (somehow) managing it. Effective firms will increasingly focus their efforts on strategies which seek to enhance the performance of the whole chain”.

  4. Kambil and Van Heck [70] provide a generalizable framework of basic exchange processes, identifying ten distinct processes operating in interfirm exchange relationships, which also can be helpful to analyze generic process effects of supply chain integration activities.

  5. The indirect impact only emerges after the resource itself has emerged. For example, trust is treated not as precondition of networking (which it surely is) but as a potential effect networking can affect.

  6. Although Sabath et al. [111] reap these results from a 7-point scale using a survey-based research design, which may cause concern regarding the constructs, measurement, and items (see [128]), other studies also confirm the findings.

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  1. Department of Controlling and Logistics, Faculty of Business and Economics, University of Regensburg, Universitaetsstrasse 31, 93051, Regensburg, Germany

    Andreas Otto & Robert Obermaier

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Otto, A., Obermaier, R. How can supply networks increase firm value? A causal framework to structure the answer. Logist. Res. 1, 131–148 (2009). https://doi.org/10.1007/s12159-009-0015-8

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