How U.S. Businesses are Navigating Supply Chain Disruptions

 For example, Malhotra et al. (2005) identify five different SC partnership configurations that are focused on the potential for knowledge creation. In a study conducted by Hult et al. (2004), it was found that the memory of supply chain firms regarding their transactions with partners had a positive correlation with the overall knowledge acquisition of the supply chain. This, in turn, had an impact on the distribution of information within the supply chain. Hult et al. also discovered that factors related to knowledge, such as acquiring knowledge and establishing shared understanding, have a positive impact on supply chain performance, as shown by the cycle time of the supply chain. Furthermore, there are several conceptual papers that delve into the significance of knowledge management in supply chain. 

These papers include the works of Dyer and Nobeoka (2000), Lincoln et al. (1998), and Lorenzoli and Lipparini (1999).

Despite the growing number of research papers dedicated to knowledge management issues in supply chains, there are several challenges that hinder progress in this field. According to Cheng and Grimm (2006), previous research on KM in supply chains has primarily focused on single case studies and has not given much consideration to theoretical development. We require additional empirical research that is firmly grounded in theory. Furthermore, there is limited knowledge regarding the mechanisms through which Understanding and applying knowledge can greatly enhance supply chain effectiveness. There have been suggestions for a more comprehensive understanding of how organizations should strategically allocate resources and develop efficient processes to facilitate the exchange of knowledge among supply chain partners (Cheng and Grimm 2006; Gunasekaran and Ngai 2007). Thus, this dissertation aims to address the existing gap in the supply chain KM literature and make a valuable contribution to the field's progress. Chapter 3 explores the significance of knowledge management in the relationship between supply chain IT capability and supply chain performance. This research is also a response to the research call that suggests IS research based on RBV should not only focus on how IT capabilities assist in mobilizing a company's internal resources, but also on the external resources that are intertwined with relationships with suppliers, customers, and competitors (Melville et al. 2004).

Background

The purpose of the empirical study is to gain insights into the IT-driven knowledge management processes and the significance of knowledge management in supply chains. IT is widely recognized as a crucial resource that can bring significant advantages to companies, according to experts and scholars. Unfortunately, our understanding of how IT creates value for companies is quite limited (Sambamurthy et al. 2003). In addition, there is a lack of comprehensive information in the literature regarding the value creation process of IT used to establish connections between firms, particularly in the context of emerging extended enterprises (Barua et al. 2004). A key reason why companies choose to collaborate in different forms of extended enterprises is to tap into the valuable knowledge and capabilities offered by their partner firms. Several research studies based on the resource-based view of firms (RBV) have highlighted the importance of knowledge in driving firm performance (Grant, 1996). This study suggests that effective inter-organizational partnerships can lead to significant benefits for the partnering firms. It emphasizes the importance of acquiring, sharing, and utilizing knowledge resources in order to maximize the advantages derived from such relationships. Examining supply chains as a specific type of inter-organizational relationship configurations, this research aims to uncover the impact of IT on knowledge management within supply chain partnerships. Capabilities refer to the repetitive actions involved in utilizing resources to develop and deliver products to the market (Wade and Hulland 2004; p. 109). Wade and Hulland suggest that capabilities encompass a range of skills, including software development expertise, as well as processes like information system integration. This definition of capabilities also reflects the capability construct proposed in the capability

Given the focus on the supply chain performance implications of IT, this research aligns with the cumulative tradition in the IT business value research. 

As discussed in the literature review, there have been three distinct areas of research focused on exploring the value of IT in business. This study utilizes the RBV framework and conceptualizes IT as capabilities, rather than focusing on specific technology features. Specifically, it hones in on the abilities of the IT infrastructure implemented in the supply chain. Researchers have suggested that the connection between IT and performance may not be very strong. Therefore, it is crucial to delve deeper into the intermediate organizational capabilities that play a role in mediating the relationship between IT and firm performance (Barua et al. 2004; Sambamurthy et al. 2003; Wade and Hulland 2004). Research has been requested to explore the impact of higher level organizational capabilities on performance, as suggested by various studies (Barua et al. 2004; Rai et al. 2006; Sambamurthy et al. 2003; Tanriverdi 2005). Studying the impact of supply chain IT infrastructure capability on supply chain relationship performance reveals the significance of knowledge management as a crucial capability. It serves as a channel for the effects of IT on performance.