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Antecedents and consequences of social capital on buyer performance improvement
Author(s) -
Lawson Benn,
Tyler Beverly B.,
Cousins Paul D.
Publication year - 2008
Publication title -
journal of operations management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.649
H-Index - 191
eISSN - 1873-1317
pISSN - 0272-6963
DOI - 10.1016/j.jom.2007.10.001
Subject(s) - business , relational capital , social capital , leverage (statistics) , closeness , industrial organization , supplier relationship management , supply chain , marketing , structural capital , microeconomics , supply chain management , individual capital , financial capital , economics , intellectual capital , finance , profit (economics) , mathematical analysis , social science , mathematics , machine learning , sociology , computer science
The ability to leverage social capital within strategic buyer–supplier relationships is increasingly cited as a key driver of value creation. Despite the importance of strategic partnerships, the process by which social capital accumulates within buyer–supplier relationships and contributes to buyer performance improvements is not well understood. Drawing on social capital theory, we develop a model linking positive relational capital, and its antecedents, supplier integration and supplier closeness, to buyer performance improvements. Further, we hypothesize that structural capital, as reflected in managerial communication and technical exchanges, is also positively related to buyer performance improvements. Using data provided by 111 procurement executives from the United Kingdom, we find support for our hypotheses. The study extends the supply chain management and social capital literature and suggests important implications for both research and practice.