E-supply chain coordination and performance impacts: An empirical investigation

Abstract

This study addresses the critical need for coordinating electronic supply chain (E-SC) practices to maximize benefits for manufacturing firms. Despite existing literature, empirical studies have often overlooked the performance implications of such coordination. Using coordination theory, we argue that enhancing business value from E-SC investments requires integrating internal and external E-SC practices. We test three models to evaluate how coordinated practices impact operational and business performance, employing structural equation modeling on survey data from Omani manufacturing firms. The results confirm that effective coordination of internal and external E-SC practices mediates improved performance outcomes. This paper is the first empirical research to explore the mediating role of these coordinated practices in manufacturing contexts, highlighting several implications for the effective deployment and adoption of E-SC practices to achieve superior operational and business performance.

Keywords

• E-supply chain management
• business and operational performance
• coordination theory
• structural equation modelling
• coordinated adoption