Wk5DiscussionDuein2daysUrgent.zip
EXAMPLEONE.docx
April 6, 2022Two assignments
April 6, 2022Wk 5 Discussion (Due in 2 days) Urgent/..Wk 5 Discussion (Required Assignment).docx
Must be 100% Original Work Assignment must be follow Rubric Superior Criteria
Plz read My Note, Important tips (Wrote on 2nd Page) and also sample paper attached.
Must be use attached Three Article
NOTE: I hv attached 3 Articles & include each Article have (3 para) three paragraph summary, Analysis and application to the study.
Selected topic: Sustainable supply chain management in Rosewood trade (Annotated Bibliography must be write on related this topic & Apply)
MY Notes: (Must see sample paper)
Sample Annotated Bibliography attached so must be follow & minimum 3 pages required & three (3) peer-reviewed sources (no older than 5 years).
(4-5 Pages required )Must be include Abstract/Intro like in sample
Course: DDBA – Doctoral Study Mentoring
Selected topic: Sustainable supply chain management in Rosewood trade
Discussion 2: Annotated Bibliography
In each week of this course, you will research and select three (3) peer-reviewed, scholarly sources to develop an annotated bibliography that you can use in your Doctoral Study. You will need to take the three sources and synthesize the references into a single narrative annotated bibliography that compares/contrasts or supports your study. For example, you may develop three references that will fit into the Nature of the Study (or any other component) and then the synthesized version will help you in developing your Prospectus/Proposal. Please see this week’s Learning Resources for the Sample Annotated Bibliography Template, which you should use to complete your annotated bibliography.
By Day 3
Post your synthesized annotated bibliography narrative that includes an explanation of how these references relate to one or more components of your Doctoral Study and incorporates specific references to the Doctoral Study Rubric.
Refer to the Week 5 Discussion 2 Rubric for specific grading elements and criteria. Your Instructor will use this rubric to assess your work.
Important tips: Include each Article annotated bibliography have three paragraph summary, Analysis and applies to the study
Walden's recommendations for formatting an AB includes three areas, typically formatted in three paragraphs:
This first paragraph of the annotation summarizes the source. It outlines the main findings and primary methods of the study.
Summary: What did the author do? Why? What did he/she find?
This second paragraph of the annotation analyzes the source. It explains the benefits of the source but also the limitations.
Analysis: Was the author’s method sound? What information was missing? Is this a scholarly source?
This third paragraph of the annotation applies the source. It explains how the source’s ideas, research, and information can be applied to other contexts.
Application: Does this article apply to the literature? How would you be able to apply this method/study to your particular study? Is the article universal?
In general, annotated bibliographies should avoid referring to the first or second person (I, me, my, we, our, you, and us). Instead, students should aim to be objective and remove themselves from annotations. However, there may be some exceptions to this guideline. Check with your instructor if you are unsure about whether he/she will allow you to use “I” in your annotated bibliography.
Must be use Below Three Article for Annotated Bibliography & related intro & topic
Birasnav, M. (2013). Implementation of Supply Chain Management Practices: The role of transformational leadership. Global Business Review, 14(2), 329–342.
Jermsittiparsert, Kittisak & Srihirun, Wiroj. (2019). Leadership in Supply Chain Management: Role of Gender as Moderator. 5. 448-466.
Ul-Hameed, W., Mohammad, H. B., Shahar, H. B., Aljumah, A. I., & Azizan, S. B. (2019). The effect of integration between Audit and leadership on Supply Chain Performance: Evidence from UK based Supply Chain Companies. Uncertain Supply Chain Management, 311–328.
Assignment must be follow Rubric Superior Criteria
Rubric Detail
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Superior |
Excellent |
Satisfactory |
Marginal |
Unsatisfactory |
Not Submitted |
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Element 1: Annotated Bibliography (post and attach document) |
6.6 (30%) Student posts and includes an attachment of his/her annotated bibliography which includes three peer-reviewed, scholarly sources that are thoroughly synthesized into a single, well-written narrative annotated bibliography that explicitly compares/contrasts or supports his/her study. A thorough and detailed explanation of how the sources relate to his/her study is evident. |
6.27 (28.5%) Student posts and includes an attachment of his/her annotated bibliography which includes three peer-reviewed, scholarly sources that are thoroughly synthesized into a single, well-written narrative annotated bibliography that explicitly compares/contrasts or supports his/her study. A detailed explanation of how the sources relate to his/her study is evident. One or two minor details are missing or lack clarity. |
5.61 (25.5%) Student posts and includes an attachment of his/her annotated bibliography which includes three peer-reviewed, scholarly sources that are synthesized into a single narrative annotated bibliography that explicitly compares/contrasts or supports his/her study. An explanation with some details of how the sources relate to his/her study is evident. |
4.95 (22.5%) Student posts and includes an attachment of his/her annotated bibliography which includes three peer-reviewed, scholarly sources that are somewhat synthesized into a single narrative annotated bibliography that compares/contrasts or supports his/her study. A cursory statement of how the sources relate to his/her study is evident. |
3.3 (15%) Does not meet minimal standards and/or is posted late. |
0 (0%) Did not submit element. |
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Element 2: Follow-up Responses |
8.8 (40%) On Day 5 and on Day 7, student's responses fully contribute to the quality of interaction by offering constructive critique, suggestions, in-depth questions, and/or additional resources related to peers' annotated bibliography. Student demonstrates active engagement with more than one peer on at least two days in the discussion forum (or with Instructor if there are no other peers/posts). |
8.36 (38%) On Day 5 and on Day 7, student shares some constructive critique, suggestions, in-depth questions, and/or additional resources related to peers' annotated bibliography, but more depth and/or clarity around ideas is needed. Student demonstrates active engagement with more than one peer on at least two days in the discussion forum (or with Instructor if there are no other peers/posts). |
7.48 (34%) Student did not post on Day 5 and on Day 7, but he/she did engage with at least one peer (or with Instructor if there are no other peers/posts) during the week offering constructive feedback related to peers' annotated bibliography. |
6.6 (30%) Student posts to at least one peer (or with Instructor if there are no other peers/posts) but response is cursory and/or off topic. |
4.4 (20%) Does not meet minimal standards and/or student posted late. |
0 (0%) Did not submit element. |
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Element 3: Written Delivery Style & Grammar |
3.3 (15%) Student consistently follows APA writing style and basic rules of formal English grammar and written essay style. Student communicates in a cohesive, logical style. There are no spelling or grammar errors. |
3.13 (14.25%) Student consistently follows APA writing style and basic rules of formal English grammar and written essay style. Student communicates in a cohesive, logical style. There are one or two minor errors in spelling or grammar. |
2.81 (12.75%) Student mostly follows APA writing style and basic rules of formal English grammar and written essay style. Student mostly communicates in a cohesive, logical style. There are some errors in spelling or grammar. |
2.48 (11.25%) Student does not follow APA writing style and basic rules of formal English grammar and written essay style and does not communicate in a cohesive, logical style. |
1.65 (7.5%) Does not meet minimal standards. |
0 (0%) Did not submit element. |
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Element 4: Formal and Appropriate Documentation of Evidence, Attribution of Ideas (APA Citations) |
3.3 (15%) Student demonstrates full adherence to scholarly reference requirements and adheres to APA style with respect to source attribution, references, heading and subheading logic, table of contents and lists of charts, etc. There are no APA errors. |
3.13 (14.25%) Student demonstrates full adherence to scholarly reference requirements and adheres to APA style with respect to source attribution, references, heading and subheading logic, table of contents and lists of charts, etc. There are one or two minor errors in APA style or format. |
2.81 (12.75%) Student mostly adheres to scholarly reference requirements and/or mostly adheres to APA style with respect to source attribution, references, heading and subheading logic, table of contents and lists of charts, etc. Some errors in APA format and style are evident. |
2.48 (11.25%) Student demonstrates weak or inconsistent adherence scholarly reference requirements and/or weak or inconsistent adherence to APA style with respect to source attribution, references, heading and subheading logic, table of contents and lists of charts, etc. Several errors in APA format and style are evident. |
1.65 (7.5%) Does not meet minimal standards. |
0 (0%) Did not submit element. |
Wk 5 Discussion (Due in 2 days) Urgent/.Sample_Annotated_Bibliography.doc
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Sample Annotated Bibliography
Student Name Here
Walden University
Sample Annotated Bibliography
Autism research continues to grapple with activities that best serve the purpose of fostering positive interpersonal relationships for children who struggle with autism. Children have benefited from therapy sessions that provide ongoing activities to aid autistic children’s ability to engage in healthy social interactions. However, less is known about how K–12 schools might implement programs for this group of individuals to provide additional opportunities for growth, or even if and how school programs would be of assistance in the end. There is a gap, then, in understanding the possibilities of implementing such programs in schools to foster the social and thus mental health of children with autism.
Annotated Bibliography
Kenny, M. C., Dinehart, L. H., & Winick, C. B. (2016). Child-centered play therapy for children with autism spectrum disorder. In A. A. Drewes & C. E. Schaefer (Eds.), Play therapy in middle childhood (pp. 103–147). Washington, DC: American Psychological Association.
In this chapter, Kenny, Dinehart, and Winick provided a case study of the treatment of a 10-year-old boy diagnosed with autism spectrum disorder (ADS). Kenny et al. described the rationale and theory behind the use of child-centered play therapy (CCPT) in the treatment of a child with ASD. Specifically, children with ADS often have sociobehavioral problems that can be improved when they have a safe therapy space for expressing themselves emotionally through play that assists in their interpersonal development. The authors outlined the progress made by the patient in addressing the social and communicative impairments associated with ASD. Additionally, the authors explained the role that parents have in implementing CCPT in the patient’s treatment. Their research on the success of CCPT used qualitative data collected by observing the patient in multiple therapy sessions.
CCPT follows research carried out by other theorists who have identified the role of play in supporting cognition and interpersonal relationships. This case study is relevant to the current conversation surrounding the emerging trend toward CCPT treatment in adolescents with ASD as it illustrates how CCPT can be successfully implemented in a therapeutic setting to improve the patient’s communication and socialization skills. However, Kenny et al. acknowledged that CCPT has limitations—children with ADS, who are not highly functioning and or are more severely emotionally underdeveloped, are likely not suited for this type of therapy.
Kenny et al.’s explanation of this treatments’s implementation is useful for professionals in the psychology field who work with adolescents with ASD. This piece is also useful to parents of adolescents with ASD, as it discusses the role that parents can play in successfully implementing the treatment. However, more information is needed to determine if this program would be suitable as part of a K–12 school program focused on the needs of children with ASD.
Stagmitti, K. (2016). Play therapy for school-age children with high-functioning autism. In A.A. Drewes and C. E. Schaefer (Eds.), Play therapy in middle cildhood (pp. 237–255). Washington, DC: American Psychological Association.
Stagmitti discussed how the Learn to Play program fosters the social and personal development of children who have high functioning autism. The program is designed as a series of play sessions carried out over time, each session aiming to help children with high functioning autism learn to engage in complex play activities with their therapist and on their own. The program is beneficial for children who are 1- to 8-years old if they are already communicating with others both nonverbally and verbally. Through this program, the therapist works with autistic children by initiating play activities, helping children direct their attention to the activity, eventually helping them begin to initiate play on their own by moving past the play narrative created by the therapist and adding new, logical steps in the play scenario themselves. The underlying rationale for the program is that there is a link between the ability of children with autism to create imaginary play scenarios that are increasingly more complex and the development of emotional well-being and social skills in these children. Study results from the program have shown that the program is successful: Children have developed personal and social skills of several increment levels in a short time. While Stagmitti provided evidence that the Learn to Play program was successful, she also acknowledged that more research was needed to fully understand the long-term benefits of the program.
Stagmitti offered an insightful overview of the program; however, her discussion was focused on children identified as having high-functioning autism, and, therefore, it is not clear if and how this program works for those not identified as high-functioning. Additionally, Stagmitti noted that the program is already initiated in some schools but did not provide discussion on whether there were differences or similarities in the success of this program in that setting.
Although Stagmitti’s overview of the Learn to Play program was helpful for understanding the possibility for this program to be a supplementary addition in the K–12 school system, more research is needed to understand exactly how the program might be implemented, the benefits of implementation, and the drawbacks. Without this additional information, it would be difficult for a researcher to use Stigmitti’s research as a basis for changes in other programs. However, it does provide useful context and ideas that researchers can use to develop additional research programs.
Wimpory, D. C., & Nash, S. (1999). Musical interaction therapy–Therapeutic play for children with autism. Child Language and Teaching Therapy, 15(1), 17–28. doi:10.1037/14776-014
Wimpory and Nash provided a case study for implementing music interaction therapy as part of play therapy aimed at cultivating communication skills in infants with ASD. The researchers based their argument on films taken of play-based therapy sessions that introduced music interaction therapy. To assess the success of music play, Wimpory and Nash filmed the follow-up play-based interaction between the parent and the child. The follow-up interactions revealed that 20 months after the introduction of music play, the patient developed prolonged playful interaction with both the psychologist and the parent. The follow-up films also revealed that children initiated spontaneously pretend play during these later sessions. After the introduction of music, the patient began to develop appropriate language skills.
Since the publication date for this case study is 1999, the results are dated. Although this technique is useful, emerging research in the field has undoubtedly changed in the time since the article was published. Wimpory and Nash wrote this article for a specific audience, including psychologists and researchers working with infants diagnosed with ASD. This focus also means that other researchers beyond these fields may not find the researcher’s findings applicable.
This research is useful to those looking for background information on the implementation of music into play-based therapy in infants with ASD. Wimpory and Nash presented a basis for this technique and outlined its initial development. Thus, this case study can be useful in further trials when paired with more recent research.
�The format of an annotated bibliography can change depending on the assignment and instructor preference, but the typical format for an annotated bibliography in academic writing is a list of reference entries with each entry followed by an annotation (hence the name, “annotated bibliography”).
However, APA does not have specific rules or guidelines for annotated bibliographies, so be sure to ask your instructor for any course-specific requirements that may vary from the general format.
�An introduction is a helpful addition to your annotated bibliography to tell your reader (a) your topic and focus for your research and (b) the general context of your topic.
Although your assignment instructions may not explicitly ask for an introduction, your instructor might expect you to include one. If you are not sure, be sure to ask your instructor.
�Use a Level 1 heading titled “Annotated Bibliography” or any other wording your instructor has given you to indicate to your reader that the annotations will go next and separate this section from the introduction paragraph above.
�Format your reference entries per APA, as well as follow APA style when writing your paragraphs. However, as mentioned above, this is the extent of the formatting requirements APA has for annotated bibliographies.
The content of the paragraphs and how many paragraphs you include in each annotation follows academic writing conventions, your assignment guidelines, and your instructor preferences.
�This first paragraph of the annotation summarizes the source. It outlines the main findings and primary methods of the study.
�This second paragraph of the annotation analyzes the source. It explains the benefits of the source but also the limitations.
�This third paragraph of the annotation applies the source. It explains how the source’s ideas, research, and information can be applied to other contexts.
In general, annotated bibliographies should avoid referring to the first or second person (I, me, my, we, our, you, and us). Instead, students should aim to be objective and remove themselves from annotations. However, there may be some exceptions to this guideline. Check with your instructor if you are unsure about whether he/she will allow you to use “I” in your annotated bibliography.
Wk 5 Discussion (Due in 2 days) Urgent/Implementation of Supply Chain.pdf
Military-Madrasa-Mullah Complex 329
India Quarterly, 66, 2 (2010): 133–149
A Global Threat 329Article
Implementation of Supply Chain Management Practices: The Role of Transformational Leadership
M. Birasnav
AbstractFirms striving to achieve and sustain competitive advantage implement supply chain management (SCM) practices. It is reasoned that these practices significantly improve product quality and customer service level and increase market share and return on assets, and as a result, firms’ overall performance has been improved. The role of leadership, particularly transformational leadership, on implementing SCM practices is unexplained in the literature. In this direction, this study reviews literature in the fields of leadership and SCM to collect and systematically organize the findings in relation to the characteristics of transformational leaders and efforts they make to implement SCM practices in pursuit of achieving competitive advantage. This study indicates clearly that transformational leaders significantly contribute for implementing SCM practices. Further, implications for practices and future research are offered.
KeywordsSupply chain management, Transformational leadership, competitive advantage, customer service, supply chain
Introduction
Calls for developing adaptive and flexible leaders within firms nowadays are increasing among stake-holders in order to cope up with the speed of uncertainty and competition emerging in the market. Firms have more chances to face the impact of environmental uncertainty, in specific, variations in the supply and demand and the introduction of new technologies. Adaptive and flexible leaders are required to confront challenges due to the reasons that they help firms to improve customer service level by provid-ing right product or service to the right customer at right time and most importantly, at lower cost. Bennis (2001) asserts that adaptive leaders can handle such challenges very effectively and efficiently, since they encourage employees to develop innovative solutions for difficult job-related problems. This situa-tion implies that these leaders have realized that establishing coordination among supply chain partners would create more competition in the market. Li et al. (2006) also proved this notion that implementation of supply chain management (SCM) practices have greater impact on achieving competitive advantage as well as improving firms’ performance. However, it is unexplained in the literature on what kinds of
M. Birasnav is Assistant Professor at School of Management, New York Institute of Technology, Adliya, Kingdom of Bahrain. E-mail: [email protected]
Global Business Review 14(2) 329–342
© 2013 IMISAGE Publications
Los Angeles, London,New Delhi, Singapore,
Washington DCDOI: 10.1177/0972150913477525
http://gbr.sagepub.com
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330 M. Birasnav
leadership styles are executed in the organizational environment in order to achieve and sustain competi-tive advantage through implementing SCM practices. Bass et al. (2003) described that transformational leaders possess adaptive leadership behaviours.
According to employee perspective, development of transformational leadership behaviours is mainly concentrated in the organizational environment due to the reasons that such behaviours improve employees’ positive attitudes and their well-being in the work environment (Alimo-Metcalfe et al., 2008), risk-taking capability (Dubinsky et al., 1995), employees’ empowerment and organizational commitment (Avolio et al., 2004; Dvir et al., 2002) and employees’ performance (Dvir et al., 2002). As per the organizational perspective, development of transformational leadership is concentrated to improve organizational learning, creativity, innovation and performance (Aragon-Correa et al., 2007; Gumusluoglu and Ilsev, 2009). Researchers (for example, Kaynak, 2003) have attempted to explain the impact of leadership on SCM practices. Some research studies deeply investigated the contributions of visionary leadership in the supply chain environment (Anderson et al., 1994; Fredendall et al., 2005). Further, many research studies have explained the contributions of transformational leadership on establishing conducive supply chain environment (Adobor and McMullen, 2007; Driedonks et al., 2010; Hult et al., 2000a; 2000b; Jayakody and Sanjeewani, 2006; Liao and Chuang, 2007; Tari et al., 2007; Williams et al., 2002). On the other hand, various research studies have found that implementation of SCM practices leads firms to achieve competitive advantage and overall performance measured in terms of product quality, competitive position and customer service (Kannan and Tan, 2005; Li et al., 2006; Tan, 2002; Wisner, 2003).
Till date, studies are not initiated to examine the impact of transformational leadership on imple- mentation of SCM practices. Achieving and sustaining competitive advantage and improving organiza-tional performance are viable through such impact. Taking first step in this direction, this study carries out a survey in the literature in the fields of leadership and SCM and lists out the behaviours transforma-tional leaders exhibit in order to ensure employees’ participation during the implementation of SCM practices.
Definition of Transformational Leadership
Top management support is essential for establishing environment conducive for implementation of technological infrastructure and knowledge management process. Therefore, leadership is considered as an antecedent of human capital development. In other words, leadership behaviours have certain effects on employees’ skills, knowledge, capability and commitment. In general, Rost (1991, p. 102) defines leadership as ‘an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes’. Focusing relationship-oriented leadership, Bass (1985) classifies leadership into three types, namely transformational leadership, transactional leadership, and laissez-faire leadership. According to him, transformational leadership approach inspires employees, creates trust-based relation-ship, motivates employees and improves employees’ innovative behaviour. Transactional leadership encourages exchange relationship, which is in the forms of contingent reward—employees will be rewarded based on their level of performance displayed to accomplish the given tasks; management- by-exception (active)—leaders actively monitor employee performance and initiate immediate correc-tive actions when employees deviate from work standards, commit fatal errors and do not follow
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Implementation of Supply Chain Management Practices 331
organization’s rules and regulations; management-by-exception (passive)—leaders wait for employees to report job problems and then forward solutions to employees (Bass and Riggio, 2006). In contrast to the previous two styles, laissez-faire leaders prefer to avoid making decisions and delay taking necessary actions, and importantly, they completely ignore authorities and responsibilities (Bass and Riggio, 2006). This study mainly concentrates on transformational leadership due to the reason that this style improves organizational learning, creativity, innovation and performance (Aragon-Correa et al., 2007; Gumusluoglu and Ilsev, 2009). In line with Burns (1978), Bass (1985) identified four components of transformational leadership: (1) idealized influence, (2) inspiration motivation, (3) intellectual stimulation and (4) indi-vidualized consideration. According to Bass and Riggio (2006), idealized influence behaviour describes leaders as most admirable, trustable and respectable. In addition, it encourages employees to emulate leaders and portraits them as risk-takers. Inspirational motivation behaviour describes leaders as moti-vating and inspiring leaders, since they provide meaningful and challenging work. It supports leaders to set vision for future and to provide employees the ways to accomplish it. Intellectual stimulation behav-iour encourages employees to be innovative and creative, encourages approaching job-related problems in all the directions, and importantly, does not allow employees to use traditional ways to solve job prob-lems. Individualized consideration behaviour transforms leaders into mentors to understand individual employee’s goals, encourages a two-way communication between leaders and employees, and personal-izes the interactions between the leader and employees. Charismatic theory postulates that charismatic–inspirational leaders exhibit combined behaviours of idealized influence and inspirational motivation to their followers (Bass and Riggio, 2006). Since scholars describe charismatic leadership, visionary leader- ship and inspirational leadership as forms of transformational leadership, this study interchangeably uses such leadership to represent transformational leadership.
Definition of Supply Chain Management
Farley (1997) showed that SCM aspects such as partnership with suppliers, implementing new tech- nology to manage this partnership and capability, have certain impacts on competitive advantage. In line with Farley (1997), Li et al. (2006) proved that SCM practices have contributed to achieve competitive advantage. According to Lambert and Cooper (2000, p. 66), SCM is defined as ‘the integration of key business processes from end user through original suppliers that provides products, services and informa-tion that add value for customers and other stakeholders’. In general, SCM is focused through purchasing perspectives of manufacturers and logistics perspectives of retailers (Tan, 2001). Purchasing perspectives emphasize the integration of purchasing functions into the engineering functions so that quality of materi-als used in the products is ensured and cycle time—time taken from design to production—can be mini-mized (Tan, 2001). According to Handfield (1994), transportation perspectives focus on replacing inven-tories by quality information, and as a result, inventory management can be effecti vely handled. However, this perspective is completely relying on the geographical location of supply chain partners and cost incurred to manage transportation (Tan, 2001). Complete focus should be given to all the supply chain partners in order to describe SCM practices in any environment. In this direction, Li et al. (2006) carried out a systematic literature review through which they identified five dimensions of SCM practices that concentrate on upstream and downstream of the supply chain, information flow in the supply chain and internal supply chain process. These dimensions are strategic supplier partnership, customer relationship,
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level of information sharing, quality of information sharing and postponement. According to Li et al. (2006) and McCutcheon and Stuart (2000), strategic supplier partnership is a long-term mutually benefi-cial partnership created between suppliers and firms. This partnership encourages suppliers to investing on new technologies that provide support to firms, and as a result, firms can improve their product quality. Customer relationship is a bundle of practices developed by firms to maintain long-term relationship with their valuable customers, to effectively manage complaints received from their customer and to improve customer satisfaction level (Li et al., 2006). Magretta (1998) asserts that this relationship enables firms to produce unique products, to increase customer trust level and to increase value added services provided to customers. The level of information sharing is the amount of valuable information is transferred from firms to its supply chain partners (Li et al., 2006; Monczka et al., 1998). Quality of information sharing is referred to as ‘the accuracy, timeliness, adequacy, and credibility of information exchanged’ (Li et al., 2006, p. 110). Therefore, it is believed that strengthening supply chain integration depends on the extent to which information is shared between supply chain partners. Postponement is a practice that is exercised by postponing certain operational activities schedule (Li and Lin, 2006). This practice, according to Ernst and Kamrad (2000), is called as value added process in which amending certain modifications into the products is significantly delayed so that customized products can be delivered.
Transformational Leadership and Strategic Supplier Partnership
The long-term mutually beneficial relationship between a firm and its suppliers is known as strategic supplier partnership (Li et al., 2006; McCutcheon and Stuart, 2000). According to resource dependence theory, firms striving to capture a significant market share or growth depend on other firms (Anderson et al., 1994), and therefore, partnership creation is unavoidable. Some researchers call this relationship as external cooperation (Fredendall et al., 2005). This kind of partnership paves the way for some impor-tant suppliers to engage in new product design with the manufacturer so that the number of components used and technologies used for production can be optimized. Thus it facilitates manufacturer to reduce manufacturing cost (Tan et al., 2002). According to Ellram (1991), formulation of strategies is required for supplier management in order to succeed in maintaining firm-supplier relationships that also require commitment as well as competitive information. On promoting mutual relationship, leaders provide high importance to quality as well as delivery performance than to cost while selecting best supplier from a pool of suppliers. In this direction, Kaynak (2003) identified among manufacturing firms that leadership is one of the crucial factors for supplier quality management.
Recently, Sully De Luque et al. (2008) conducted a research study among 520 firms located all over the world from which they found that employees perceive that their leaders have visionary leadership behaviours when leaders emphasize stakeholder relationship (with suppliers, customers, employees and communities) during decision-making. Further, Fredendall et al. (2005) conducted a study among 2,500 Institute of Supply Management’s members to investigate the associations between visionary leadership and external cooperation, particularly with suppliers. It is found that visionary leaders estab-lish frequent contact with their suppliers, and their influence also enabled suppliers to provide feedback on quality and delivery performance. Bass and Riggio (2006) describe that transformational leaders effectively communicate visions to their followers, and so transformational leaders frequently show visionary leadership behaviour.
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Further, Hult et al. (2000a) conducted a research study among 346 users and corporate buyers of 200 National Association of Purchasing Management’s member corporations. Their study found that trans-formational leadership behaviours improved commitment between buyers and suppliers when they aimed to improve customer service. Focusing establishment of collaborative culture, Marks and Printy (2003) highlighted that in pursuit of achieving organizational performance, transformational leaders focus on developing strategies to collaborate with stakeholders. There are two ways, in general, by which transformational leaders communicate to their employees the necessity of integration with stakeholders: (a) Goal clarity and (b) support for creative thinking. Nemanich and Keller (2007) asserted that these leaders demonstrate their employees how integration with supply chain partners will help organizations to achieve common goals as well as individual employee’s goals. Establishing creative climate revises employees’ cognitive capabilities that enable them to understand the necessity of implementation of change and positive consequences they will achieve. These two ways would enable any organizations to involve their suppliers in the planning process and goal setting activities. A study conducted by Nemanich and Keller among 445 American employees and 344 supervisors revealed that in an acquisition context, employees have accepted the integration with another firm, when transformational leaders implement ‘support for creative’ climate. From 235 Scandinavian employees, Driedonks et al. (2010) found that transformational leadership is positively associated with external cooperation and supply base manage-ment effectiveness. This finding implied that transformational leaders improved quality of purchased items from suppliers, managed suppliers’ relationships effectively, increased the support for innovation and helped their employees to cooperate with the stakeholders. In sum:
Proposition 1: Transformational leadership behaviours will have positive associations with strategic supplier partnership.
Transformational Leadership and Customer Relationship
According to Li et al. (2006), customer relationship is a set of developed practices to deal with com-plaints received from customers’ side, to create trustable relationships with end users and to increase satisfaction level of customers. The recent concept of operations management, i.e., mass customization highlighted the importance of developing customer relationship for organizational sustainability (Heizer and Render, 2005; Wines, 1996). In general, leadership is a crucial factor, which significantly contributes to the integration of customer requirements into operational activities. As a result, leaders ensure the participation of customers in the functional activities of any firms. In this direction, Tari et al. (2007) found from a research study conducted among 106 Spanish firms that leadership is an antecedent of customer focus (path coefficient, β = 0.23, p < 0.01). Further, Politis (2003) investigated the associa-tions between transformational leadership and customer focus among 104 Arabian managers, who were working for industries located in United Arab Emirates. It is found that transformational leaders involve in planning quality function deployment strategically. It implied that these leaders have taken efforts to analyze requirements of customers, to fulfill customer expectations, and to create long-term relationships with customers.
A study, carried out by Liao and Chuang (2007) among 420 Taiwanese hairstylists, 112 managers, and 347 customers, reported that hairstylists who perceived their leaders as transformational leaders, have
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observed their improved service performance—hairstylists’ behaviours to fulfill customer needs and to pay attention to customer interests. Subsequently, customers had willingness to maintain a long-term relationship with the hairstylists, who also attracted more number of customers. On the other hand, a study of 47 Srilankan salespersons working for private and public banks observed that salespersons who have idealized influence behaviour, have exhibited higher customer trust, and in parallel, salespersons showing more commitment to customer relationship have had individual consideration behaviour (Jayakody and Sanjeewani, 2006). This shows the clear relationship between transformational leadership behaviours and customer relationship. On focusing indirect relationship between transformational leadership and customer relationship, Berson and Linton’s (2005) study, carried out among 511 Israeli research engineers and scientists working for telecommunication firms, found that these employees reported to have more satisfaction when they were supervised and guided via transformational leaders. Importantly, it was also observed that customers attained satisfaction when served by employees having high job satisfaction. This result was obtained from Koys’s (2001) two-phase research conducted in the two-year period in which 2,467 employees, 143 managers, and 9,903 customers participated in total.
In addition, General Accounting Office of the US government (1991, cited in Anderson et al., 1994) had reported that companies nominated for the Malcolm Baldrige Award improved the positive relationship between customer satisfaction and perceived quality further. Importantly, Berson and Linton (2005) highlighted that visionary leadership is highly emphasized by the Malcolm Baldrige Award framework. Therefore, it is clear that visionary leadership, one of the behaviours of transformational leadership, is associated with customer focus. These arguments are supported by customer-relationship theory (Ahearne et al., 2005), which postulates that firms should focus on increasing customer satis- faction level. Once it is achieved, leaders formulate cross-selling and up-selling strategies to again concentrate on satisfied customers, and as a result, they enhance organizational performance. Since com-panies have witnessed that transformational leaders have substantiate contribution on building customer relationship, it is proposed that:
Proposition 2: Leaders exhibiting transformational behaviours will maintain high-level customer relationship.
Transformational Leadership and Information Sharing
Level of Information Sharing
Immediate sharing of available information to supply chain partners leads to achieve competitive advan-tage (Li et al., 2006). Therefore, information sharing is crucial for any kind of organization. Monczka et al. (1998) defined level of information sharing as the extent to which information, which is created at the current organization and is demanded by others, is communicated to supply chain partners. The rea-sons many firms have for extensively encouraging information sharing are to reduce total cost, to improve order fulfillment rate and to reduce cycle time. Top management support is predominantly required to share information within and between firms. It is reasoned that they provide vision and guide-lines, establish culture that supports information sharing, and implement adequate IT infrastructure to share information. In this direction, data collected from 197 American manufacturing firms showed that
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top management support is positively associated with level of information sharing with supply chain partners (Li and Lin, 2006). Further, Li and Lee (2006) also found that firms are able to increase the level of information sharing, since they have invested highly on technological infrastructure such as electronic data interchange and internet and intranet. At this moment, Birasnav et al. (2011) asserted that the contributions of transformational leadership, while implementing the above advanced technological infrastructure, are high as accomplishing vision was very important for them.
It is widely known that transformational leaders support open and direct communication among employees, share information throughout the organization, and listen to their followers’ grievances (Kroeck, 1994). This kind of information sharing is also required for supply chain integration to reduce response time across supply chain. Evidence is found that transformational leaders invest efforts to reduce response time between supply chain partners. Hult et al. (2000b) conducted a research study among 355 users and 200 buyers, and they found that transformational leadership behaviours executed by corporate buyers supported the promotion of organizational learning at the purchasing unit. The extent at which buyers and users establishing organizational learning at a unit is directly related to the extent at which purchasing information acquisition and dissemination taking place between buyers and users. This processing of information also helped to reduce cycle time—time between placing pur-chasing order and completion of purchasing process (Jarrell, 1998; Mentzer et al., 2000; Spekman et al., 1998; Wu et al., 2004).
Further, Madzar (2001) found among 75 engineers working for an American company that engineers sought more job-related information from transformational leaders in order to accomplish engineers’ work-related goals and objectives than they did with transactional leaders. It is believed that higher the information that employees receive, higher will be the information sharing with supply chain partners with whom they contact. Following the clear associations between transformational leadership and level of information sharing, it is proposed that:
Proposition 3: Transformational leadership will be positively related to the level of information sharing with supply chain partners.
Quality of Information Sharing
As like the association between transformational leadership and level of information sharing, significant and enough evidences are pervasive in both public and private sectors to show that transformational leaders emphasize quality of information sharing. For example, in order to point out inferior quality of material supplied by a particular supplier, quality assurance division of Toyota shares this supplier infor-mation about the superior quality of material supplied by another supplier. This reliable information sharing helped to improve the quality of the first supplier and at the same time, competition environment is created (Dyer and Nobeoka, 2000). At this moment, it should be noted that researchers have pointed out high prevalence of transformational leadership style in Toyota, particularly, former CEO, Katsuaki Watanabe has this kind of leadership behaviours (Finkelstein et al., 2008).
Li and Lin (2006) proposed that the antecedents of quality of information sharing are uncertainty of environment in which a firm operates, infrastructure and support given within a firm and factors that strengthen long-term relationships between a firm and its partners. In the presence of high uncertainty,
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sharing explicit and tacit knowledge would help supply chain partners to generate idea and to integrate existing knowledge by which new knowledge can be created (Panteli and Sockalingam, 2005). Therefore, it is also believed that when the environment is uncertain, quality information or knowledge sharing would lead to knowledge creation. However, Li and Lin (2006) observed that when supplier uncertainty exists, quality of information sharing would be low. It is reasoned that firms will be under high risks when it shares information, for example, product design and quality to its suppliers in the presence of high uncertainty.
On the other hand, when environment is highly unpredictable, it is natural that firms must rely upon innovativeness. In this direction, Waldman et al. (2001) found among 210 executives that when an organ-ization’s environment is perceived as uncertain and volatile, charismatic behaviour has explained signifi-cant variance on organizational performance. In addition, Jung et al. (2008) observed that employees have perceived high environment uncertainty when transformational leaders supervised them. As a result, employees’ creativity was promoted, and consequently, organizational innovation was also improved. Supporting this notion, Murphy (2005) asserts that transformational leaders involve formal as well as informal information sharing and as a result, they foster innovation and creativity. Dyer and Chu (2003) have researched 344 supplier-automaker relationships among Japanese, American and South Korean companies. It is found from their research that more valuable, confidential and complete information of process design and process innovation was shared with firms when suppliers had high trust on firms. According to Jayakody and Sanjeewani (2006), one of the transformational behaviours, idealized influence is positively associated with higher trust. Therefore, the above arguments lead to:
Proposition 4: Transformational leadership will be positively related to the quality of information sharing with supply chain partners.
Transformational Leadership and Postponement
Postponement is a practice that is exercised by postponing certain operational activities’ schedule (Li and Lin, 2006). This practice, according to Ernst and Kamrad (2000), is called as value added process in which adding variations into the products is significantly delayed in order to deliver customized pro- ducts. It is implemented by many manufacturing companies, for example, Texas Instruments, that used postponement strategy to produce customized microchips along with DRAM memory chips and subse-quently, it helped to achieve competitive advantage (Ernst and Kamrad, 2000). Specifically, postpone-ment supports firms to be flexible to meet dynamic needs of customers and to be able to differentiate a product from other products (Waller et al., 2000). This value added practice is enabled with the help of modular process—a manufacturing process split into many processes that will be carried out simultane-ously or in different order (Brown et al., 2000). According to Li and Lin (2006), firms use postponement strategy to produce innovative products as well as specialized products. In this direction, Gumusluoglu and Ilsev (2009, p. 464) define organizational innovation as ‘the tendency of the organization to develop new or improved products/services and its success in bringing those products/services to the market’. They carried out a research study among 163 research and development employees from which they found that transformational leadership is positively associated with organizational innovation. They reasoned that transformational leaders communicate a vision for future, show confidence at the work,
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focus quality work performance and play entrepreneur role. It is also believed that in order to improve organizational innovation, chances are more to use postponement practice. Supporting this notion, Jung et al. (2008) also found among 53 Taiwanese telecommunication firms that organizational innovation was highly supported by transformational leaders. Further, Liao and Chuang (2007) reported that employees who are supervised by transformational leaders, have agreed that they provided customized service to their customers, since transformational leaders improve employees’ self-efficacy, affective commitment and job satisfaction. Therefore, the above arguments lead to propose:
Proposition 5: Transformational leaders will more frequently implement postponement practices.
Discussions and Conclusion
Changes in the organizational processes are tremendously required, since customers expect variety in their products and they have started to participate in product design process. In today’s dynamic and turbulent environment, satisfying customers is a difficult task. Therefore, organizational leaders should possess and showcase certain leadership styles to manage and lead such environment. At the same time, managing suppliers and customers, ensuring smooth flow of information between organizations and its partners and modifying certain organizational internal process, are also essential to survive in the customer-dominated environment. It is also understood that firms provide high importance to develop-ment of leadership styles and implementation of SCM practices. In order to integrate leadership practices and SCM practices, a systematic literature review was carried out to explore which kind of leadership style compatible with managing supply chain in turbulent environment. This review resulted in that transformational leaders can effectively implement SCM practices in the organizations, especially manu-facturing organisations. Most importantly, this review completely focused on: Bass’s (1985) view on transformational leadership that embraces behaviours of idealized influence, inspirational motivation, intellectual stimulation and individualized consideration; and Li et al.’s (2006) focus on SCM practices, which consist of five dimensions such as strategic supplier partnership, customer relationship, level of information sharing, quality of information sharing and postponement.
It is found that transformational leadership behaviours have strong associations with implementation of SCM practices. It is witnessed in the firms that, in general, transformational leaders effectively handle the partnership with supplier. In particular, idealized influence behaviour supports these leaders to main-tain close relationship with suppliers. At the same moment, they also clearly communicate to their employees the importance of having or creating partnership with suppliers. Subsequently, they get acceptance from employees and encourage employees to engage in this partnership, and as a result, leaders achieve organizational goals. It is also witnessed that transformational leaders provide more value to customers. For instance, they examine the customer needs and fulfill their expectations. Consequently, leaders attract more number of customers and both leaders and customers establish long-term relationships with the organizations. In any kind of organizations, top management support is essential to establish knowledge-sharing culture and implement necessary infrastructure to share infor-mation. In this direction, transformational leaders implement technological infrastructure and establish knowledge-supportive culture in pursuit of accomplishing vision. Thus leaders promote organizational learning and increase the quantity of information sharing between firms and partners. In addition, they
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also emphasize quality information sharing irrespective of whether it is formal or informal. On support-ing postponement practice, these leaders encouraged employees to provide customized service to customers through increasing their self-efficacy, commitment and job satisfaction. Overall, transforma-tional leaders follow the postponement-related practices to retain customers.
Therefore, in order to effectively implement SCM practices, transformational leadership behaviours are to be exhibited at all levels of an organization. In specific, the responsibilities of top-level leaders generally include policy development, design of organizational hierarchy structure and new strategy formulation (Katz and Kahn, 1978). The top-level transformational leaders develop a strategy to estab-lish technological infrastructure for information sharing and develop a strategy to effectively handle supplier relationship. As a result, they enable suppliers to participate in the product and process design and ensure reduction in cost growth and improvement in the quality of the product. Middle-level leaders articulate the policies, proposed by top-level leaders, to their subordinates through a meaningful way (Katz and Kahn, 1978). These departmental leaders develop goals aligned with overall business goals and communicate such goals to their followers. They also explain the need for achieving the targets, and importantly, they ensure the level of quantity and quality of information sharing between leaders and employees. Low-level leaders generally ensure the alignment of employees’ performance with the organizational goals. Further, they significantly contribute to customer relationship as lower-level visionary leaders exhibit high level of trust and commitment towards customers.
Further, this study carries certain significant and potential implications for managers as well as researchers. Human resource managers should concentrate on the contents of development of transfor-mational leadership style and include these contents into the training programmes. Importantly, they can encourage operations managers to attend these programmes. Since implementation of SCM practices are supervised by operations managers, it would be more effective to create and maintain relationships with both suppliers and customers and to manage information sharing and modular process. Many of the large organizations have started to operationalize 360-degree feedback performance appraisal to assess each employee’s performance. Middle and small firms should implement this appraisal technique as it collects feedback from all the sources with whom an employee connects with. Further, contents related to quan-tity as well as quality of information sharing with suppliers, customers and coworkers should be included in the performance appraisal process. Employees can also be rewarded based on the extent to which they involve in information sharing. Including information sharing content into the appraisal process would support firms to purchase quality materials, attract more number of customers and develop human capital within firms. Subsequently, firms are able to improve supply chain performance as well as can achieve and sustain competitive advantage.
Empirical examination is essential to investigate to what extent the behaviours of transformational leadership explain the implementation of SCM practices. This study can be empirically tested with the help of Avolio and Bass’s (2002) Multifactor Leadership Questionnaire (MLQ) that comprised of transformational leadership, transactional leadership and laissez-fair leadership. In order to measure the extent to which SCM practices are implemented in the firms, measures have been developed by Li et al. (2006) that comprise strategic supplier partnership, customer relationship, level of information sharing, quality of information sharing and postponement. Though certain factors (for example, Just-in-manufacturing and logistics integration) shall be considered for SCM practices, these factors were not focused in this study. The reason was that the five dimensions, proposed by Li et al. represent most important SCM practices implemented in the organizations.
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In future, more relevant dimensions of SCM practices will be included, and the relationships between transformational behaviours and these practices will be extended to predict competitive advantage and organizational performance. Further, there are certain factors that indirectly affect the relationship between transformational leadership and SCM practices. These factors can be classified as: individual employee factors (such as goal clarity, support for creativity, trust, self-efficacy, affective commitment and job satisfaction); organizational factors (such as IT infrastructure and organizational culture); and environmental factors (environmental uncertainty). Researchers can empirically examine this model by describing direct and indirect effects of transformational leadership on implementation of SCM practices.
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Wk 5 Discussion (Due in 2 days) Urgent/Leadership in Supply Chain.pdf
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Leadership in Supply Chain Management: Role of Gender as Moderator
Kittisak Jermsittiparserta,b, *Wiroj Srihirunc, aDepartment for Management of Science and Technology Development, Ton Duc Thang University, Ho Chi Minh City, Vietnam, bFaculty of Social Sciences and Humanities, Ton Duc Thang University, Ho Chi Minh City, Vietnam, E-mail: [email protected], cFaculty of Management Science, Suan Sunandha Rajabhat University, Bangkok, Thailand, *Corresponding author email: [email protected],
The main aim of this empirical research is to investigate the impact of the leadership on supply chain management. In addition to that the study has also investigated the moderating role of gender in the relationship between leadership and supply chain Management. This article has drawn the attention to supply chain management concepts to discuss managing gender diversity. The contribution of the paper will be in the investigation of supply chain management literature through the lenses of supply chain leadership and the role of gender in the relationship of the supply chain and leadership relationship. The study revealed the fact that the leader of the supply chain brings the improvement and the change within the organization. As a result, the productivity and the performance of the organization is increased. In order to achieve high performance, it is important to change every aspect of the supply chain, including processes design. The findings of the study have shown an agreement with the proposed findings of the study.
Key words: supply chain management, leadership, gender.
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Introduction The pressure on firms is increasing to minimize the cost of supply as suppliers are needed to be leveraged to bring innovation. Meanwhile, risks related to the safety of consumers, reputation of the company and earnings related to corporations is becoming apparent in terms of poor management (Ravet, 2011). The unpredictable challenges, disruptive technologies and competitive pressure are heightened by the volatile commodity pricing. Furthermore, there is also changes in the leverage of the supplier as compared to new opportunities, new challenges and risks. Moreover, there is a need to develop negotiation strategies and make efforts in order to develop and sustain partnership with the supplier (Zamboni, 2011). Current research has highlighted how globalization has led to the extension of supply chains to involve both customers and suppliers worldwide. Whilst initial gains from organization’s going global were realized, these gains were not sustainable. There is no doubt that the impact of the recent economic crisis has been considerable, however another challenge for most organization’s is the effectiveness of the managerial decisions within organization’s as the nexus of their supply chain networks (Cooper et al, 2016). Cooper (2005) asserts that many companies struggle to effectively optimize their supply chain and attain superior performance. Supply chains are a network of several companies manufacturing, handling or distributing certain product and/or service. Thus, a supply chain involves multiple companies, and it encompasses the steps different companies take to source goods and/or service from suppliers and sell them to their customers (Cooper et al, 2016). Both industry and academic research communities have a growing interest in the intersection between globalization and supply chains. This reflects the need for businesses to compete using supply chains rather than solely autonomous entities (Lambert, et al 2000). The members of the supply chain should be able to align their capabilities in order to respond to changes in the supply and demand of services and goods (Gligor, et al 2012). Additionally, in order to achieve a competitive advantage in the changing environment, it is important that organizations must be aligned with customers and suppliers so that operations can be coordinated in a collective way and achieve a level of agility beyond that of its competitors (Lin, et al 2006). The key challenge for organizations is how to make a success out of globalization and supply chain operations (OriAde, et al 2016). In their view, organizations particularly need to leverage their management and leadership capabilities and be more responsive by bleeding
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out inefficiencies and injecting continuous improvements into their supply chain offerings. Achieving this superior performance, supply chain relationships proves a considerable and complex challenge to most organizations, in general (Cooper, 2005). Organizations have encountered serious challenges as they seek to develop innovative processes to identify, articulate, and address such issues in order to sustain high performance within their supply chains. Such complex innovations often rely on management’s leadership capabilities to set and meet challenging organizational objectives through the effective deployment of resources across the different supply chains for multiple product and service portfolios (Gligor, et al 2012). The future of every organization is dependent upon the development and retention of good leaders. Further, no standard model of the supply chain exists. Leadership vision is developed by the effective leadership because externals and internal root causes for challenges and risks can easily be identified by them. To acknowledge the capability of the leader is the major challenge for the firm and a pre-requisite in order to sustain the performance of the organization. The difference between superior performance and failure to perform can be related to organization’s leadership and decision-making capabilities at senior management levels. Thus, managerial and leadership capabilities is key to effectively manage different supply chains competing for resources within one organization and across organization’s in the supply chain network, with resources having to be shared or pooled between supply chains (Gosling, et al 2016). Over the last three decades, the notion of supply chain management, as a philosophy for integrating supply chain activities and organizations achieving better performance in competitive economies, has been progressively developed. This, along with considerable research, focused on understanding how globalization has increased adverse pressures on organization’s and their supply chains, has led to calls from governments, academia, industry and commerce for business managers to rethink the way they conduct their businesses. However, there has been limited empirical research on how managers decision-making and leadership capabilities should be developed to improve supply chain performance and effectiveness (Naslund, et al 2010). Companies have been managing equal opportunities for at least three decades, but we still see only a handful of exceptional women at the top of organizations. The business case is getting stronger, but it isn't enough just to declare that the company values gender diversity – there needs to be a supply chain in place. Absolutely, key to a successful gender diversity supply chain is a genuine willingness to address the gender issue (Shukla, Sivasankaran & Dasgupta 2018). But this requires vision and leadership, as well as a partnership based on the
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interdependence between leaders, HR, line managers and women. A very senior champion with a small task force headed by a proactive delivery-oriented leader can drive it forward, with targets and timeframes specified, and support visible. Getting the women together to hear their views, and genuinely supporting a women's network can help the initiative get off to a good start. It is useful to identify what managers perceive to be the barriers for women, so that interventions can be designed to address their views as well as those of the women (Short, et al 2016). Although supply chain integration can resolve most poor performance factors, the need for superior managerial and leadership capabilities remains a prerequisite for the efficacy of supply chain performance (Cooper et al, 2016). This article will draw on supply chain management concepts to discuss managing gender diversity. The contribution of the paper will be in the investigation of supply chain management literature through the lenses of supply chain leadership and the role of gender in the relationship of the supply chain and leadership relationship. Through this study a model can be provided for the development of theory towards the learning of the supply chain. There are a number of studies concerning the leadership of organizations but there are very few studies concerning the supply chain of the organization (Gosling, et al 2016). This research could potentially enrich our understanding of the relationship of organizational leadership in SCM systems and the role of gender in this relationship. Literature Review In most of the past research on leadership, it is studied as the behaviour and characteristics of the individual. Additionally, their impact on organizations and colleagues is also studied. It is generally believed that leadership plays a key role in the success of the organization and in gaining competitive advantage over the organization (Waldman, et al 2001). Leadership is the main mean to get the work done through others and a very gentle way as well. Researchers have defined leadership as “the process of directing and guiding the behavior of the people in a certain work environment” (Quick,et al 2008). According to this definition of leadership, the organization is seen in multiple ways. Therefore, leadership isn’t defined as one variable. In-fact it’s the understanding adapting the metaphors of the organization. Leadership is the approach which has the ability to change the values of the others and can send them followers to achieve the organizational goals (Mena, et al 2014). A number of challenges are faced by the organizational leaders in the 21st century. From the strategy point of view, assets of the innovation, mass markets, utilization of the knowledge, capital resources and the leaders of the organizations must also change. It is not the answer to
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put the leadership above the smart manager. In order to compete in this era, organizations must increasingly rely on judgement, experience, skills, and knowledge of the people they have. New Knowledge must be assimilated and created, and innovation must also be encouraged. These organizations must also know how to compete in the marketplace (Dess, et al 2000). In today’s globalization era, employees are the important part of the organization. They are a key determinant of success in which performance of employees is derived by energy, motivation and creativity of the employees (Cross, et al 2003). Therefore, it is important to harness the potentials of the employees to achieve the organizational goals. One of the most important factors of success in the success of an organization is effective leadership. Thus, development of such leadership is critical for the organization (Yukl and Chavez 2002). One important factor for motivation is leadership. Leadership gives managers the ability to affect the behaviour of their employees in an organization. As it was mentioned before, motivated employees are one of the most important results of effective leadership and thus successful managers are also successful leaders because they have great influence on their employees to help accomplishing organizational goals (Naile, et al 2014). It is critical for organizations to understand the behaviour of the leaders. For example, offering leadership training programs to a newly hired leaders to groom leadership skills and by offering contextual boundary conditions that are favourable for such kinds of leadership. To improve the performance of organizations and eliminate the activities that are not value added; supply chain management is the approach based on teams (Sharif, Wahab & Sarip 2017). Thus, supply chain management plays a critical role to improve the performance of organization. This concept has been applied to logistic management and the supply chain in recent studies. This is not a new idea in which a supply chain competes with another supply chain. Moreover, there exists a large amount of literature regarding supply chain management. The emerging practices of supply chain management involve transfer of knowledge, sustainable practices and dissemination of ideas that are new throughout the supply chain. Therefore, it influences the wider networks (Bruch, et al2006). The activities which convert raw material to the final goods and are involved in delivering the goods to the end user, are involved in the supply chain. There are a number of stages in the supply chain in which customers, retailers, distribution centres, warehouses, manufacturers
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and suppliers are involved. The marketplace of today is very complex and competitive in which a company needs to develop a very effective and efficient supply chain to gain a competitive advantage. Therefore, supply chain management is a source of competitive advantage in which organizations can survive in the marketplace (Min, et al 2004). Researchers have defined supply chain management as management of downstream and upstream relationships with customers and suppliers to deliver value to the customers in less cost of the whole supply chain (Mangan and Christopher 2005). In the definition of Stadtler (2008), supply chain management is the task of integrating organizational units along a supply chain and coordinating material, information and financial flows in order to fulfil (ultimate) customer demands with the aim of improving the competitiveness of a supply chain as a whole. There are three levels of hierarchy regarding the activities of supply chain management; namely operational level, tactical level and strategic level in which time is involved from hours to a number of years (Simchi-Levi, et al 2008). Long term decision making is involved at the level of the supply chain in strategic level management in which the objectives of the supply chain are determined and resources are prepared to achieve the objectives (Shapiro, 2004); for instance, network design of supply chain (Georgiadis,et al 2011) and location of facilities (Sousa, et al 2008). Medium term decisions are involved in the tactical level of decisions regarding the way to conduct the supply chain to ensure efficient and effective resource utilization from the decisions of the strategic level. The time period involves updating the decisions of tactical level over a few weeks to a few years. These decisions involve inventory policies and distribution planning (Selim, et al 2008); (Disney, et al 2003). Short term decisions are involved at the operational level in which high details of tasks and operations are involved to achieve the tactical level objectives. The time period of tactical level varies from a weekly basis to a daily basis and activities involve scheduling of transport and production (Higgins, et al 2006). Leadership and supply chain The leadership structure is characterized as a component of supply chain management (Cooper, et al 1997); (Stevens, 1989). Researchers revealed that organization will face the situation of chaos and risks if the leadership is not implemented at the level of strategic decision making (Lambert, et al 1998). Leaders of a supply chain can be identified by their
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comprehension of trade franchise, customer patronage, economic power and size of inter-firm relationships (Gosling, et al 2016). On the leadership of individual leadership theory, a number of studies regarding framework of supply chain management are developed. Thus, it has been argued that effective leadership in a supply chain network requires managers to demonstrate behavioural complexity, defined as the ability to act out a cognitively complex strategy by playing multiple, even competing, roles in a highly integrated and complementary way (Hooijberg,et al 1992). Leadership-focused research and literature describes an effective leader as someone who: 1. Serves the interests that are best for self and organizations 2. Constantly develop best practices and good behaviour 3. Create and seize opportunities 4. Capture the important information and act on it 5. Build the partnership 6. Bring and promote the change 7. Create the vision and promote it (Dubey, et al 2015). The leader performs all of these tasks to create and realize a supply chain vision that drives the organization’s mission and strategy, continuously improves as a leader, and develops talent and future supply chain leaders. These capabilities and goals provide the career path of a supply chain leader. No matter the organizational culture, all organizations recognize the need for good business leaders and leadership. A supply chain leader tailors his or her approach to the organization being served (Defee, 2007). A number of studies (Cooper, et al 2016); (Bassi and McMurrer 2007) asserts that leadership ability is a main challenge for businesses and a basic requirement to sustain organizational performance and competitiveness in the market. There is a growing recognition that improving leadership needs to extend beyond organizations to collaboration across the wider system, network or value chain they are inextricably linked to. There are several past studies showing a significant relationship between leadership and the supply chain, in social science research (Dubey, et al 2015); (Sharif, et al 2012); (Gosling, et al 2016). The leaders of a supply chain increase productivity, performance and drive improvement and change by bringing changes in all the areas of a supply chain from process to design, bringing innovation in processes, overcomes weakness, growing loyalty of the team, good timing, careful planning, insight, helping the supply chain in the adoption of new patterns though trust among people and improvement of relations, using available resources, opportunities and talent to execute the mission of organization is accountable for its execution and vision (Andraski, 1998).
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In past literature there exist a lack of understanding among leaders and scholars regarding the behaviour of leaders towards the supply chain management which can bring success for the organizations. The success of an organization is measured through achievements of set goals (Wang and Cruz 2018). A number of studies have been conducted to investigate the relationship of the supply chain management and the leadership roles with the impact of gender on the mentioned relationships. Thus, whether one sees leadership as part of a set of managerial capabilities (at the individual, organization and interorganizational (network) levels) necessary for SCM or in addition to these, the need for the development of a shared mindset (Dweck,2006) through communication of a shared vision, the facilitating the building of social capital (trusting interpersonal relationships) is at the core of ensuring supply chain effectiveness (Krishnapriya, 2014) and superior supply chain performance (Garengo, et al 2005). Moreover, Gosling, et al (2016) argues that supply chain leadership is a core component of SCM. Gender, Leadership and Supply chain As mentioned by WHO, the roles which are socially constructed are referred to as Gender. It also includes attributes, activities and behaviours which a given society perceive appropriate for women and men (World Health Organization, 2014). Figure 1. Conceptual Framework
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Among the constructs, gender is a multidimensional one in which different limitations, responsibilities, experiences and roles are referred too an individual on the basis of Gender or sex. Researchers have defined gender as a ramification of biological sex (Bem, 1974), (Unger, 1979). Generally, the gender is observed by the behaviour of women and men or by simply asking whether they are female or male (Ayman, 2010). A number of theories are produced by the researchers regarding the difference in leadership between women and men. There exist some serious discussions regarding the topics of leadership and gender because of personal, social, political and professional realities, of the current era. For this reason, a number of researchers have reported significant relationship between these two variables (Shanmugam, et al 2007), (Eklund, et al 2017), (Appelbaum, et al 2003). Some style, perception, substance or reality based (Appelbaum, et al 2003). Several researchers provide argument that there is a biological difference between women and men. For this reason, past research has investigated whether there exists a difference in men and women. Researchers have demonstrated that there exist similarities in leadership styles regarding men and women which are much higher than the differences. Additionally, their leadership styles are equally effective (Shimanoff, et al 1991). Therefore, the issues regarding gender and supply chain has been given less attention. It is surprising because women are playing a key role in the development. There may be less conflicts, low level of group cohesiveness and less breakdown of communication due to which the members of the group can discuss stuff openly and clearly, thus having an overall impact on the firm’s performance (Sharif, et al 2017). From the past literature its evident that there is evidence of the link between moderating role of gender on the link of leadership and supply chain management. Though there exists a lot of literature regarding the impact of human interaction through diversity of gender (Shukla, 2018), there is very little research regarding the impact of gender on the practices of supply chain management. In view of the limited research on the diversity of gender in SC, this study attempts to enhance the current understanding in this area. The framework of this research is presented in figure 1. H1: Leadership has a significant impact on supply chain management H2: Gender has a significant impact on supply chain management. H3: Gender moderates the relationship between leadership and supply chain management.
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Methodology This study has employed a survey-based method using an adapted questionnaire. The operational managers, and finance managers working in the manufacturing industry are chosen as a final sample of the currents study. The 435 questionnaires were sent to mangers of manufacturing firms. The required number was sent to the departments for dispersion. They returned the questionnaire within the period. This procedure took four weeks to gather every one of the questionnaires from the respondents. In this study, researchers have used the questionnaire method for collecting data. This questionnaire is divided into four sections; the entire question was conducted in English. Section A in this questionnaire asked about the respondent’s background; gender, ethnicity, educational level, age, marital status, length of services, job category and income (per monthly). Meanwhile, the question from Part B, C and D are the parts of the instrument that were tested for this study. The measurement scale for all the section is based on the Likert Scale of 1 to 5, where 1 = strongly disagreed, 2= disagreed, 3 = neutral, 4 = agreed and 5 = strongly agreed. 520 respondents were selected to distribute questionnaires. 339 questionnaires were received; the response rate was 69 per cent and hence accepted for further evaluation. Respondents’ average age was 47 years, and around 63 percent of them were working in operation departments for the last 15 plus years. The greater part of the respondents held higher degrees; the response rate is above the threshold of 45-50 percent (Lambert, et al 2000). Male respondents consisted of 233 responses and there were 64 female responses. The average working experience was 11 years. Results This study adopts the Structural Equation Modelling (SEM) for analysis due to several reasons. SEM is considered to have equal ability with multiple and linear regression analysis which assume that variables are evaluated with no errors. Even though SEM involves multiple regression and factor analyses, it has a more effective way of estimating instruments for a number of separate multiple regression equations which it evaluates concurrently (Hair et al., 1998). There are number of reasons which make PLS-SEM a popular approach among researchers. Several arguments about the reasons of employing PLS by researchers and scholars were assessed (Urbach & Ahleman, 2010). According to Hair et al. (2016), the PLS approach is useful especially when the sole purpose of using structural modelling is to obtain explanation and prediction about the constructs. For this study, the PLS-SEM technique is employed assuming it to be more flexible, demands less in terms of the sample size, and has an ability to handle multiple structural modelling. Moreover, the model is constituted of reflective and formative constructs. The study aims to reflect prediction between the constructs. Hair et al. (2016) also supported the reasoning for employing the Partial Least
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Square method. The SEM-PLS approach involves two models i.e. the structural model and the measurement model. The measurement model shows the relationship among the observed and the latent variables. In estimating the measurement model, changes occur in all items of the model. Therefore, strong correlation is expected to exist between variables and are combined to form a construct. In order to confirm the validation of measurement models, i.e. how well the observed variables represent the constructs, Confirmatory Factor Analysis is done. Under CFA, first and second order constructs are estimated. During estimation of the measurement model, all elements are separately analysed using reflective, formative, and structural modelling. The Fornell-Larcker criterion of discriminant validity is a powerful measure and has been widely used by the researchers in studies (Chin, and Tat 2015). Discriminant validity measures the association between reflective variables and their constructs. Generally, it operationalizes the variables that are involved in the model. Thus, the current study incorporated this as a threshold for assessing discriminant validity. Value for reliability index is expected to be 0.70 or above. Thus, the value for outer-loadings and cross-loadings turned out to be the same. Since cross loadings analyses the presence of correlation among the constructs, therefore, current study has examined the discriminant validity between the variables and constructs, as shown in table II. Table 1: Convergent and Discriminant Validity Indicators Loadings CR AVE
LDR
LDR1 LDR2 LDR4 LDR5
.843
.855
.802
.925
0.895 0.772
GND
GND1 GND3
.884
.955 0.932 0.617
SCM
SCM1 SCM2 SCM3 SCM4 SCM5
.822
.855
.722
.825
.841
0.910 0.671
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SCM6 SCM7 SCM8 SCM9 SCM10 SCM13 SCM15 SCM16 SCM17 SCM18
.800
.880
.881
.826
.821
.882
.928
.840
.921
.882
The discriminant validity of the current model is shown in table 2. Table 2: Discriminant Validity 1 2 3 LDR 0.948 GND 0.731 0.798 SCM 0.518 0.550 0.801 The next step, after checking the validity and reliability of instruments, is the estimation of the structured relationship between the variables. Unlike other techniques, the SEM-PLS method observes the simultaneous examination of all the constructed variables. Therefore, the structural model analyses the direct and indirect effects of variables. The structural model is also shown below.
Table 3: Direct Effect (β) SD T-value P-Values H1 0.111 0.035 3.161 0.002 H2 0.467 0.132 3.978 0.007 For the purpose of investigating the indirect impact of variable or moderator, moderation level is estimated. In addition, to specify the significance of relationship, bootstrap analysis is employed on samples of 1000 observations. The significance level for the p-value is less than 0.05. Other than H3, p-values for all other hypotheses are less than 0.05, indicating the acceptance of hypotheses. Table 4 shows the existence of moderating impact of customer response on the relation of agile SC and external SC performance. Moderation results indicate significant t and p values for both hypotheses. The values for t-test are above 1.96,
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while p values also came out to be less than 0.05, resulting in the acceptance of H3 hypotheses. Table 4: In-Direct Effect through moderation (β) SD T-value P-Values H3 0.112 0.021 6.331 0.000 In structural modelling, coefficient of determination or R2 explains the predictive power of endogenous variables. Closer to 0 value for path coefficients indicate insignificance of coefficients. Value for R2 also lies between 0-1, value closer to 1 indicate greater predictive accuracy and vice versa. The value of 0.75 indicates substantial predictive power, 0.50 indicates moderate predictive power, while 0.25 indicates weak predictive power. The value for R2 came out to be 0.642 which shows that environmental uncertainty and GSCI explains 64.2 percent of variation in SP. Table 5: Expected Variance R2
SCM 64.2% Conclusion This study aims to draw the attention of researchers, policymaker, and corporate personnel towards the issues related to the role of gender in the relationship between leadership and supply chain management. The main purpose of this empirical research is to study the impact of leadership on supply chain management. In addition to that the study has also investigated the moderating role of gender in the relationship between leadership and supply chain Management. This article has drawn attention to supply chain management concepts to discuss managing gender diversity. The contribution of the paper will be in the investigation of supply chain management literature through the lenses of supply chain leadership and the role of gender in the relationship of the supply chain and leadership relationship. The findings of the study have shown an agreement with the proposed findings of the study. The cash conversion cycle appears as a strong moderator. In author acknowledges that this is among a few pioneering studies on this issue and it will be helpful for policy makers. This study adopts the Structural Equation Modelling (SEM) for analysis for several reasons. SEM is considered to have an equal ability with multiple and linear regression analysis which assumes that variables are evaluated with no errors.
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Uncertain Supply Chain Management 7 (2019) 311–328
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Uncertain Supply Chain Management
homepage: www.GrowingScience.com/uscm
The effect of integration between audit and leadership on supply chain performance: Evidence from UK based supply chain companies
Waseem Ul-Hameeda, Hisham Bin Mohammadb*, Hanita Binti Kadir Shaharb, Ahmad Ibrahim Aljumahc and Syafiqah Binti Azizana
aSchool of Economics, Finance & Banking (SEFB), College of Business (COB), Universiti Utara Malaysia (UUM), Malaysia bSenior Lecturer, School of Economics, Finance & Banking, Universiti Utara Malaysia (UUM), Malaysia cSchool of Business Innovation and Technopreneurship, Universiti Malaysia Perlis, Malaysia
C H R O N I C L E A B S T R A C T
Article history: Received July 1, 2018 Accepted August 6 2018 Available online August 6 2018
Supply chain performance has been a key element of competitive strategy to boost organizational productivity and profitability. In the United Kingdom (UK), a survey disclosed that approximately 40% of the UK’s gross domestic product (GDP) was consumed on supply chain related activities. Because of the extensive use of gross domestic product (GDP) on supply chain, it is important to work on UK based supply chain companies and to reveal various factors to enhance supply chain performance. Therefore, the primary objective of the current study is to investigate the combine effect of audit determinants and leadership styles to enhance supply chain performance in UK based companies. Data were collected from audit department employees and other managerial employees who are closely related to supply chain activities. After analyzing the data through Smart PLS 3, it was found that audit and leadership styles played important contribution in supply chain performance. Moreover, top management and employee commitment to change maintained significant influence to enhance positive effect on audit and leadership. This study is much significant for UK supply chain companies to enhance supply chain performance.
ensee Growing Science, Canada© 2018 by the authors; lic
Keywords: Supply chain performance Audit Leadership styles Top management Employee commitment
1. Introduction
Supply chain performance has been a key element of competitive strategy to boost organizational productivity and profitability (Gunasekaran et al., 2004; Palandeng et al., 2018; Singh et al., 2018; Imran et al., 2018). Now a day, supply chain management, analysis, and development are becoming increasingly important. It is evident from literature that various methods to supply chain management are available (see, for instance, Bytheway, 1995a; 1995b; Lamming, 1996; New, 1996; Waters-Fuller, 1995). However, still a gap exists, which is needed to be filled to boost up supply chain performance, particularly in United Kingdom (UK) based companies. In the UK, a survey disclosed that approximately 40% of the UK’s gross domestic product (GDP) was consumed on supply chain related activities (Gunasekaran et al., 2004). Therefore, such type of findings and developments show noteworthy visible impact of supply chain management on company assets and UK’s economy. Most
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of the managers in manufacturing organization majorly focus on supply chain performance. As it plays vital role in cost management and overall company’s profitability. Hence, because of the extensive use of gross domestic product (GDP) on supply chain, it is important to work on UK based supply chain companies and to reveal various factors to enhance supply chain performance.
It is evident from the literature that many factors affect the supply chain performance. However, the most important factors are audit determinants and leadership. Audit is one of the factor, which minimizes the enterprise risk (Hameed et al., 2017) and decreases the cost of supply chain process by presenting the true and faire view of company’s financial statements. Determinants of audit, namely; competency of internal audit department (Alzeban & Gwilliam, 2014; George et al., 2015) and relationship between internal and external auditor’s (Alzeban & Gwilliam, 2014; Corina-Maria, 2014) has link with supply chain performance. These two determinants have significant influence on supply chain performance.
Moreover, leadership also has significant association with supply chain performance. Leadership is much important for any organization (Haider et al., 2018). An effective leadership leads the employees to use resource effectively and efficiently. It increases the performance of employees which ultimately influences positively on supply chain performance. However, two forms of leadership; transformational leadership and transactional leadership (Avolio & Bass, 2004) are more important to lead employees in right direction. Therefore, audit practices and leadership are more important to enhance supply chain performance in UK.
Additionally, audit effectiveness for supply chain performance can be enhanced through better top management support for audit practices. As the top management support has significant influence on audit practices (Alzeban & Gwilliam, 2014; George et al., 2015). Furthermore, leadership is only effective if the employees want to adopt change and committed to absorb change as the employee commitment to change is most important in any organization (Herscovitch & Meyer, 2002). Thus, to transfer the positive effect of leadership on supply chain performance, employee commitment to change is most crucial. The combination of all these factors are shown in Fig. 1, which is the proposed framework of the current study.
The literature on supply chain performance that deals with different strategies as well as technologies for successfully managing a supply chain is quite vast (Gunasekaran et al., 2004). Various studies discuss supply chain performance (see, for example, Divyaranjani, 2018; Saleheen et al., 2018; Tarafdar, & Qrunfleh, 2017; Thanki, & Thakkar, 2018), however, in rare cases any study documented the combination of audit practices and leadership to boost the supply chain performance.
Therefore, the primary objective of the current study is to investigate the combine effect of audit determinants and leadership to enhance supply chain performance in UK based companies. However, the study has sub-objectives;
1. To investigate the role of audit determinants in supply chain performance,
1.1. To examine the effect of competency of internal audit department and relationship between internal and external auditors on supply chain performance,
1.2. To examine the moderating role of supply chain top management support,
2. To investigate the role of leadership in supply chain performance,
2.1. To examine the effect of transformational leadership and transactional leadership on supply chain performance,
2.2. To examine the moderating role of supply chain employee’s commitment to change,
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Fig. 1. Theoretical Framework
The current study contributed in the body of knowledge by investigating the combine effect of audit determinants and leadership to enhance the supply chain performance in UK. Additionally, the study investigated the moderating variables; supply chain top management and supply chain employee commitment for change.
2. Review of Literature
2.1 Audit Determinents, Supply Chain Top Management Support and Supply Chain Performacne
Technical competence of every audit committee has significant role in enhancing the effectiveness of audit. According to Mihret Kieran and Mula (2010), training provides competency to internal activities. Moreover, Cohen and Sayag (2010) explained that the professional competence of internal or external auditors is the fundamental factor that effect on the effectiveness of audit. Competency of internal audit has positive linkage with effectiveness (Alzeban & Gwilliam, 2014).
The competency in audit department plays an important role to show the true and fair view of statement of concerned company. This true and fair view is one of the indications of smooth supply chain performance. As risk is an important factor in every organization (Hameed et al., 2017). Good audit practices maximize the enterprise risk management, which enhance the supply chain performance.
Staff competence is a key to the internal audit effectiveness (Al Twaijry et al. 2003; Alzeban & Gwilliam 2014). The ISPPIA shows the significance of internal audit team who owns the knowledge, competencies and other skills prerequisite to perform audit function (ISPPIA Standard 1210). Definitely, it is important for internal auditors to have the essential education and other professional
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qualifications (Mihret, & Yismaw, 2008). As the supply chain is one of the component of organization, therefore, an increase in overall performance is the indication to increase in supply chain performance.
Hence, good internal audit practices with the help of competency increases the external audit results. Positive auditor’s results are one of the guaranties of good operations in supply chain companies. It shows that competency of internal audit department has important link with supply chain performance. Thus, it is hypothesized that;
H1: There is a significant relationship between competency of internal audit department and supply chain performance.
The effectiveness of audit is mainly dependent on the relationship between internal as well as external audit departments. This relationship certifies an effective communication as well as coordination between internal and external audit. The coordination between them includes exchange of various documented information as well as assistance of audit process. Many previous studies (see, for example, Almohaimeed, 2000; Brierley et al., 2001; Golen, 2008; Gwilliam & El-Nafabi, 2002) focus on the impact of the relationship between internal and external audit department on the audit effectiveness.
The communication of various internal and external auditing movements is significant from different perspectives: firstly, external audit because in this process, financial statements accuracy can be enhanced by them; secondly coordination between internal and external auditors helps in risk control aspect (Dobroţeanu, & Dobroţeanu, 2002). Increase in risk control increases the supply chain functions effectiveness and it is based on audit department competency.
Relationship between internal auditors and external auditors enhances the audit performance and increase in audit performance is one of the indication of smooth operations, as discussed earlier. Smooth operations are one of the guaranties of good supply chain practices. Thus, it is hypothesized that;
H2: There is a significant relationship between internal auditors, and external auditor’s department and supply chain performance.
Top management support is one of the most significant factors that can increase the effectiveness of audit committee. Literature shows that management support is an important element for various activities of audit. For instance, Mihret and Yismaw (2007) investigated a positive link between the management support and effectiveness of audit. Therefore, management support in supply chain companies promote audit practices which increase the supply chain performance.
In line with Cohen and Sayag (2010), other studies also disclosed that management support is a vital determinant of internal audit effectiveness in all companies. Furthermore, Alzeban and Gwilliam (2014) supported the positive association between the management support and internal audit. It has the ability to enhance the positive relationship between internal auditors and external auditors in supply chain companies.
Internal auditors must shape a close relationship with top management support to achieve their monotonous activities. For good audit activities, auditors require positive support from the higher-level management to achieve their work more effectively according to main goals. Top management support is a factor which can take the various shapes like the support of audit through providing essential resources. These various resources may be in form of financial resources, non-financial resources such as training, management support, other transport facility, technology with latest procedures, professional certificates funds etc. (Alzeban & Gwilliam 2014; Hailemariam, 2014). Hence, below hypotheses are proposed;
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H3: Supply chain top management support moderates the relationship between competency of internal audit department and supply chain performance.
H4: Supply chain top management support moderates the relationship between relationship of internal auditors and external auditors, and supply chain performance.
2.2 Leadership Styles, Supply Chain Employee’s Commitement for Change and Supply Chain performance
Leaders have two basic personalities; transformational leadership and transactional leadership (Weber, 1947). Bureaucratic leader is a transactional leader and a charismatic leader is a transformational leader. Both leadership styles have significant influence on supply chain performance. Eisenbach et al. (1999) and Herold et al., (2008) postulated that leadership style and organizational change are integrated.
Transformational leadership can be viewed as “the process of influencing major changes in the attitudes and assumptions of organization members and building commitment for the organization’s mission or objectives” (Yukl, 1989). Bass and Steidlmeier (1999) specified that transformational leadership rises the area of effective freedom, and the area for work intention. Researches have been carried out as far back as in the 1980s on how transformational leadership affect change (Bass, 1985; Bennis & Nanus, 1985).
According to Burns (1978), transformational leadership is a way to increase an organization’s necessity for change to an advanced level of development. The author also explained transformational leaders as one of the ordinary agents which can empower subordinates to work on a mission and proper implementation. According to Bass (1985, 1990), transformational leadership emphases on the unique behavior of employees of organization that may influence their behavior same with the organizational direction which can change the vital values, beliefs as well as attitudes.
This leadership style always inspires subordinates to search for new methods in carrying out their job from inspiring motivation to knowledgeable stimulation. Ismail et al. (2010) studied the link between individual outcomes and transactional and transformational styles of leadership. Findings showed that transformational style of leadership is a significant indicator of procedural justice, while transactional style of leadership is a significant indicator of distributive justice, and that both leadership styles are crucial indicators of trust in leaders which enhance readiness to change.
Kavanagh and Ashkanasy (2006) found out that there was an association between leadership style and supporting cultural of employees to change. Authors further specified the leader's need to be sufficient experienced to attain a high degree of commitment. It is also demonstrated that leadership was crucial in increasing commitment to change among different employees.
The study of Limsila and Ogunlana (2008) supported the view that transformational style of leadership is significantly related with employee commitment to change; they found that such leadership style had a positive and significant relationship with organizational commitment of followers compared with the transactional kind of leadership. This level of commitment has influence on satisfaction (Hussain et al., 2013) which influence on supply chain management. However, all these leadership styles have a link with supply chain performance.
Notwithstanding the significance role of transformational leadership style on the organizational change, examining the effect of transformational leadership style on employee readiness to change has been ignored in the literature review, particularly in the literature of supply chain performance. Thus, this study attempts to address this gap found in the organizational change and leadership literature in order to get new and deep knowledge about such issue within supply chain performance. Therefore, following hypotheses are proposed;
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H5: There is a significant relationship between transformational leadership and supply chain performance.
H6: Supply chain employees’ commitment for change moderates the relationship between transformational leadership and supply chain performance.
Transactional leadership ensures that behavior is concentrated on a give and take process in which leader gives rewards or punishments to subordinates based on their efforts and performance (Burns, 1978). It can be viewed as leaders who focus on completing tasks and achieving expectations; usually they pay little attention to the needs of the organization (Avolio, 1999). According to Bryant (2003), there are three characteristics of transactional leadership. Firstly, transactional leaders work with subordinates and try to attain goals. Secondly, they exchange these rewards for work effort. Lastly, leaders are sensitive to the self-interests of subordinates. In addition, they involve a transaction or an exchange, which is an essential element between leaders and subordinates. Bass (1985) declared that transactional leadership involves behaviors like monitoring performance, providing contingent material rewards, and providing contingent personal rewards, so that tasks are completed as expected. Some arguable issues are that to achieve effective organizational change leaders need more than charisma; they must also display transactional behaviors, for example clarifying goals, setting up performance measures and applying rewards and punishments (Nadler & Tushman, 1990). Therefore, transactional leadership is strongly related to the concept of exchange between a leader and subordinates. All these factors influence on the performance of supply chain employees which automatically affect positively on supply chain performance. Burns (1978) qualitatively analyzed leadership cases to differentiate transformational from transactional leadership. He stated that “the relations of most leaders and followers are transactional. Leaders approach followers with an eye to exchanging one thing for another, jobs for votes or subsidies for campaign contributions which effect on the commitment of employees to change”. Good leadership qualities enhance the employees to absorb change which influence on overall supply chain performance. Burns (1978) explained that this transactional style of leader–subordinate relationships is based on cost and benefit. Bass (1985, 1990) considered transactional leadership to be a lower order approach to lead by suggesting that leadership style possesses many dimensions that are focused on the present and have their basis on keeping the status opposed for transforming organizations and driving change. He introduced three dimensions of transactional culture; namely passive avoidant behaviors of passive management by exception, active management by exception, and contingent reinforcement or reward and the. Bass (1990) further explained that contingent reinforcement or contingent reward is referred to as the follower’s receiving of the reward depending on the accomplishment of specific performance expectations provided by the manager. To conclude that, it seems that transactional leadership style is less studied when comparing with transformational leadership style (Whittington et al., 2009). Nevertheless, it is argued that specific characteristics of transactional leadership style could create positive attitude among employees which in turn result in effective organizational change leadership (Whittington et al., 2009; Bennett, 2004). As it is an essential factor for the growth and survival of the organization we need to find leaders who are able to inspire and motivate employees to embrace repeated change in the organization (Westover, 2010). Consequently, this study decides to include transactional leadership style as an independent variable that will be examined its effect on employee readiness to change and supply chain performance. Hence, from this discussion, it is evident that transactional leadership has influence on the employee’s performance which influence on supply chain performance. On the other hand, employee’s readiness to change is also another factor which influence on the relationship of
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transactional leadership and supply chain performance. Moreover, leadership is also important to utilize credit for supply chain in a better way which affect the supply chain performance. As credit is one of the most important elements (Hameed et al., 2018; Hameed et al., 2017) for supply chain performance. Thus, it creates following hypotheses; H7: There is a significant relationship between transactional leadership and supply chain performance.
H8: Supply chain employees’ commitment for change moderates the relationship between transactional leadership and supply chain performance.
Additionally, from above discussion, the following hypotheses are proposed;
H9: There is a significant relationship between supply chain top management support and supply chain performance.
H10: There is a significant relationship between supply chain employee commitment for change and supply chain performance.
3. Research Method
Research methodology of any research study is most crucial part (Hameed et al., 2018) as the research method is generally based on the objective, problem and nature of the study (Hameed et al., 2017). Therefore, by following the nature of current research study, cross-sectional design with quantitative research techniques was adopted to achieve the major objective. Data were collected from the supply chain companies in UK. Employees of these companies were selected as the respondents for this study. To get the responses, the respondents were divided into two parts. One part was consisted of audit department employees. In second part, the managerial employees were selected. Only those employees were selected having direct link in supply chain process. Comrey and Lee (1992) presented sample in a series for inferential statistics. “Sample having less than 50 participants will observed to be a weaker sample; sample of 100 size will be weak; 200 will be adequate; sample of 300 will be considered as good; 500 very good whereas 1000 will be excellent”. Therefore, in the current study 300 sample size was selected. Survey questionnaire was used to collect the data from supply chain companies. Questionnaires were distributed by using area cluster sampling. As the area cluster sampling is suitable technique while collecting data on wide area. Because the population is spread on a wide area, thus, area cluster sampling is most appropriate. Hence, 300 questionnaires were distributed among the employees of supply chain companies through area cluster sampling. Response rate is shown in Table 1. Moreover, 5-point Likert scale was used to analyze the data. The 5-point Likert scale was selected based on the argument that it increases response rate as well as response quality along with dropping respondents’ “frustration level” (Babakus & Mangold, 1992). Therefore, as compared to 7-point Likert scale, 5-point Likert scale decrease the frustration level because it has 05 options, however, 7-point scale has 07 options which confuses the respondent and ultimately effect of the quality of responses. Moreover, Smart PLS 3 was used to analyze the data.
Table 1 Response from respondents
Response Frequency/Rate Total questionnaires distributed 300 Total questionnaires returned 164 Total Useable questionnaires 150 Total questionnaires excluded 14 Total response rate 54.6% Total response rate after data entry 50%
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4. Data Analysis and Results
Majorly, the analysis of this study is based on two parts. First part is comprised of measurement model assessment. Second part is comprised of structural model assessment in which hypotheses were tested. Moreover, R-Squared (R2) value, effect size (f2) and quality of model is also addressed in this part.
4.1 Measurement Model Assessment
The first part of analysis comprised of factor loading, Cronbach alpha, composite reliability and average variance extracted (AVE) (Hair et al., 2014; Hair et al., 2010; Henseler et al., 2009). Factor lodgings should be more than 0.5 and all the items should be deleted below 0.5 (Hair et al., 2010). George and Mallery (2003) provided the rule of determining the value “alpha; “α> 0.9- Excellent, α< 0.8- Good, α< 0.7- Acceptable”. The composite reliability should also be more than 0.7. Furthermore, to attain the convergent validity, average variance extracted (AVE) should be more than or equal to 0.5 which achieves the internal consistency.
Fig. 2 shows the measurement model assessment. Table 2 shows the results of measurement model assessment. It is evident that all the values are under acceptable range. Factor loading is above 0.7, Cronbach alpha and composite reliability also above 0.7. Furthermore, average variance extracted (AVE) is more than 0.5 which attain the convergent validity.
Fig. 2. Measurement Model Assessment
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Table 2 Factor Loading, Reliability, Convergent Validity, AVE.
Construct Indicators Loadings Cronbach Alpha
Composite Reliability
AVE
Competency of Internal Audit Department (CIAD)
1. Auditor academic qualification affects the effectiveness of internal auditing.
2. Internal auditors can maintain communication with highly qualified external auditors.
3. Internal auditors are qualified to an adequate level. 4. Auditor professional qualification affects the
effectiveness of internal auditing. 5. Auditor experience in internal audit affects the
effectiveness of internal auditing.
.790
.792
.778
.826
.851
.867 .904 .653
Relationship between Internal Auditors and External Auditors (RIE)
1. External auditors willingly provide an opportunity to internal auditors for explaining their concerns.
2. External auditors share their work plans with the internal auditors.
3. External auditors show reliance on the reports and findings of internal auditors.
4. External auditors frequently meet with internal auditors.
5. External auditors share their work in progress with internal auditors.
.769
.876
.850
.886
.857
.902 .928 .720
Transformational leadership (TFL)
1. Talks about his or her most important values and beliefs.
2. Emphasizes the importance of having a collective sense of mission.
3. Talks optimistically about the future. 4. Seeks differing perspectives when solving problems. 5. Treats me as an individual rather than just as a
member of a group.
.803
.907
.930
.902
.921
.937 .952 .799
Transactional leadership (TSL)
1. Provides me with assistance in exchange for my efforts.
2. Discusses in specific terms who is responsible for achieving performance targets.
3. Focuses attention on irregularities, mistakes, exceptions and deviations from standards.
4. Fails to interfere until problems become serious. 5. Waits for things to go wrong before taking action.
.745
.843
.703
.887
.878
.872 .907 .663
Supply Chain Top Management Support to Audit (SCTM)
1. Senior management provides needed support to the internal auditor in carrying out their audit function effectively and efficiently.
2. Internal audit department has sufficient human and other resources to perform internal audit function.
3. Management provide enough financial resources to internal audit department.
4. Top management provides moral support and encouragement to internal auditors for performing audit function effectively and efficiently.
5. Top management has knowledge about need and issues of internal audit department.
.879
.875
.912
.867
.908
.934 .949 .790
Supply Chain Employees Commitment to Change (SCEC)
1. I believe this change is valuable. 2. The change is a good strategy for this organization. 3. It would be risky to speak out against this change. 4. I feel a sense of duty to work toward this change. 5. I do not think it would be right of me to oppose this
change.
.876
.920
.889
.901
.870
.934 .951 .795
Supply Chain Performance (SCP)
1. My organization has achieved high customer satisfaction through supply chain.
2. With organized information, my organization has increased process transparency.
3. With organized information in supply chain, it reduces errors in work processes in my organization.
4. Good supply chain process reduces work redundancies.
5. Good supply chain process reduces administration cost.
6. My organization can attribute high return through effective supply chain process.
.870
.881
.894
.907
.907
.847
.944 .956 .782
Discriminant validity is attained through square root of average variance extracted (AVE) and cross loadings. Cross loadings were examined by following the instructions of Chin (1998). However, the square root of average variance extracted was examined by following the instructions of Fornell and
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Larcker (1981). Both criteria are shown below. Square root of average variance extracted (AVE) is shown in Table 3 and cross loadings in Table 4. Table 3 Discriminant Validity
CIAD RIE SCEC SCP SCTM TFL TSLCIAD 0.823 RIE 0.822 0.868 SCEC 0.799 0.757 0.892 SCP 0.660 0.712 0.762 0.885 SCTM 0.808 0.800 0.852 0.707 0.907 TFL 0.800 0.849 0.766 0.744 0.840 0.894 TSL 0.802 0.807 0.798 0.711 0.889 0.854 0.815
Table 4 Cross-Loadings
CIAD RIE SCEC SCP SCTM TFL TSLCIAD1 0.790 0.546 0.628 0.444 0.605 0.577 0.597CIAD2 0.792 0.668 0.681 0.493 0.669 0.647 0.636CIAD3 0.778 0.619 0.574 0.516 0.631 0.630 0.579CIAD4 0.826 0.699 0.605 0.585 0.683 0.645 0.681CIAD5 0.851 0.760 0.737 0.602 0.724 0.720 0.723RIE1 0.603 0.769 0.481 0.576 0.544 0.707 0.628RIE2 0.716 0.876 0.696 0.628 0.678 0.757 0.692RIE3 0.696 0.850 0.684 0.591 0.731 0.664 0.695RIE4 0.745 0.886 0.719 0.636 0.783 0.811 0.736RIE5 0.722 0.857 0.621 0.587 0.646 0.740 0.669SCEC1 0.767 0.716 0.876 0.714 0.870 0.811 0.809SCEC2 0.677 0.645 0.920 0.687 0.759 0.704 0.765SCEC3 0.720 0.665 0.889 0.698 0.685 0.630 0.652SCEC4 0.713 0.701 0.901 0.673 0.739 0.649 0.643SCEC5 0.679 0.644 0.870 0.615 0.741 0.609 0.681SCP1 0.563 0.612 0.666 0.870 0.621 0.673 0.615SCP2 0.630 0.611 0.764 0.881 0.671 0.603 0.653SCP3 0.577 0.645 0.736 0.894 0.649 0.670 0.645SCP4 0.574 0.630 0.609 0.907 0.579 0.705 0.603SCP5 0.586 0.617 0.621 0.907 0.626 0.678 0.613SCP6 0.570 0.664 0.633 0.847 0.602 0.620 0.640SCTM1 0.698 0.705 0.665 0.561 0.879 0.704 0.813SCTM2 0.697 0.663 0.662 0.576 0.875 0.682 0.813SCTM3 0.711 0.721 0.702 0.610 0.912 0.731 0.809SCTM4 0.737 0.715 0.859 0.688 0.867 0.770 0.753SCTM5 0.799 0.742 0.861 0.684 0.908 0.823 0.845TFL1 0.518 0.672 0.508 0.532 0.619 0.803 0.638TFL2 0.717 0.830 0.619 0.694 0.742 0.907 0.799TFL3 0.743 0.768 0.691 0.680 0.749 0.930 0.751TFL4 0.777 0.799 0.749 0.704 0.795 0.902 0.793TFL5 0.788 0.800 0.826 0.695 0.828 0.921 0.820TSL1 0.672 0.700 0.711 0.611 0.658 0.736 0.745TSL2 0.688 0.715 0.678 0.630 0.744 0.764 0.843TSL3 0.460 0.432 0.373 0.369 0.545 0.410 0.703TSL4 0.660 0.638 0.723 0.621 0.829 0.755 0.887TSL5 0.724 0.736 0.676 0.597 0.868 0.723 0.878
4.2 Structural Model Assessment
The second part of the analysis majorly comprised of hypotheses testation. It includes both direct and moderation hypotheses. First of all, direct hypotheses were tested as shown in Table 5. To accept or reject the hypotheses, p-value 1.96 was considered. All the relationships having t-value below 1.96 will be rejected and all other having t-value above 1.96 (t-value > 1.96) will be accepted. It is clear from
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Table 5 that all the relationship has t-value more than 1.96 which shows significant relationship. Thus, all the direct hypotheses (H1, H2, H5, H7, H9, H10) are accepted.
Table 5 Structural Model Assessment (Results)
Hypotheses Relationship Original
Sample (O) Sample
Mean (M) Standard Deviation
(STDEV) T Statistics
(|O/STDEV|) P Values Decision
H1 CIAD → SCP 0.119 0.098 0.030 3.963 0.000 Supported
H2 RIE → SCP 0.145 0.147 0.028 5.149 0.000 Supported
H10 SCEC → SCP
0.512 0.462 0.185 2.771 0.006 Supported
H9 SCTM → SCP
0.129 0.091 0.051 2.527 0.012 Supported
H5 TFL → SCP 0.334 0.340 0.136 2.454 0.014 Supported
H7 TSL → SCP 0.112 0.096 0.057 1.961 0.050 Supported
Moreover, Table 4 shows the moderating effect of supply chain top management support to audit. The moderating effect between competency of internal audit department and supply chain performance is insignificant. As the t-value is 0.673 which is less than 1.96 (t-value < 1.96). Thus, it rejects the H3. However, in case of moderation effect between internal, and external auditor’s relationship and supply chain performance, the t-value is 2.099 (t-value > 1.96) which show significant effect. Hence, it accepts the H4. Table 6 Structural Model Assessment Moderation Results (Supply Chain Top Management Support to Audit)
Hypotheses Relationship Original Sample (O)
Sample Mean (M)
Standard Deviation (STDEV)
T Statistics (|O/STDEV|)
P Values
Decision
H3 CIAD × SCTM → SCP 0.112 0.096 0.167 0.673 0.501 No Moderation
H4 RIE × SCTM → SCP 0.227 0.224 0.107 2.099 0.035 Moderation
Furthermore, second moderation effect of supply chain employee commitment for change is given in Table 5. From the table it is evident that supply chain employee commitment for change is a moderating variable between transformational leadership and supply chain performance as the t-value 4.247 which is above 1.96 (t-value > 1.96). Secondly, the moderation effect between transactional leadership and supply chain performance is also significant with t-value 2.565 (t-value > 1.96). Therefore, H6 and H8 are accepted. Table 7 Structural Model Assessment Moderation Results (Supply Chain Employee Commitment for Change)
Hypotheses Relationship Original Sample (O)
Sample Mean (M)
Standard Deviation (STDEV)
T Statistics (|O/STDEV|)
P Values Decision
H6 TFL× SCEC → SCP 0.175 0.172 0.041 4.247 0.000 Moderation
H8 TSL× SCEC → SCP 0.203 0.199 0.079 2.565 0.008 Moderation
Apart from hypotheses testation, this part of analysis also shows the variance explained (R2) in endogenous variables. In the current study R2 is 65.1% which is moderate value according to Chin (1998). It indicates that all the set of exogenous variables, namely; competency of internal audit department, relationship between internal and external auditors, transformation leadership, transactional leadership, supply chain top management support and supply chain employee’s commitment to changes are expected to explain 65.1% variance in dependent variable, namely; supply chain performance.
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Table 8 R-Square (R2) Value Latent Variable Variance Explained (R2) Supply Chain Performance (SCP) 0.651
Furthermore, effect size (f2) of each exogenous variable is shown in Table 7. Competency of internal audit department, transformational leadership and transactional leadership have small effect size (f2) of 0.041, 0.031 and 0.033, respectively. Relationship between internal auditors and external auditors and supply chain employee’s commitment are 0.358 and 0.181, respectively with strong and moderate effect size (f2), respectively. However, supply chain top management has no effect size (f2). Effect size (f2) value was examined by following the instructions of Cohen (1988).
Table 9 Effect Size (f2) R-Squared f-squared f2 Competency of Internal Audit Department 0.041 Small Relationship between Internal Auditors and External Auditors 0.358 Strong Transformational leadership 0.031 Small Transactional leadership 0.033 Small Supply Chain Top Management 0.006 None Supply Chain Employees Commitment 0.181 Moderate
Finally, the quality of model was examined through construct cross-validated redundancy which is known as predictive relevance (Q2). This test is alternate to goodness-of- fit (GOF). According to the instruction of Chin (1998), to attain a certain quality of model, the value of predictive relevance (Q2) should be above zero. Table 8 shows that the value of predictive relevance (Q2) is above zero.
Table 10 Construct Cross-Validated Redundancy Total SSO SSE Q2 = (1-SSE/SSO) Supply Chain Performance (SCP)
492.000 262.607 0.466
5. Findings and Discussion
Literature revealed various factors which influence on supply chain performance of different companies. However, from the empirical analysis, it is found that audit and leadership have maintained strong influence on supply chain performance. Various audit determinants such as competency of internal audit department and relationship between internal and external auditors had significant influence.
According to the results of the study, the relationship between competency of internal audit department and supply chain performance is significant with p-value 0.000 and t-value 3.963. On the other hand, β-value is 0.119 which shows positive relationship. Therefore, competency of internal audit department has significant positive relationship with supply chain performance. It demonstrates that any increase in internal audit department competency will directly increase the supply chain performance.
Another audit determinant is relationship between internal auditors and external auditors. In the same direction of internal audit department competency, the relationship between internal auditors and external auditors has had a significant positive relationship with supply chain performance with p-value 0.000, t-value 5.149 and β-value 0.145. Thus, the better the relationship between internal auditors and external auditors, the better supply chain performance.
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Additionally, this study has also examined the moderating role of supply chain top management support between the relationship of competency of internal audit department and supply chain performance as well as the relationship between internal and external auditor’s relationship and supply chain performance. It has revealed that moderating effect is insignificant between competency of internal audit department and supply chain performance with p-value 0.501, t-value 0.673 and β-value 0.112. The reason behind the insignificant effect is that competency of audit department does not require management support. Competency always influence positively on supply chain performance. Therefore, supply chain top management support has no role between competency of internal audit department and supply chain performance. On the other hand, moderating effect between internal and external auditor’s relationship, and supply chain performance is significant with p-value 0.035, t-value 2.099 and β-value 0.227. Furthermore, moderation effect is shown in Fig. 3, which shows that supply chain top management support strengthens the positive relationship of between internal and external auditor’s relationship, and supply chain performance.
Fig. 3. Moderation effect of supply chain top management support between relationship of internal auditors and external auditors, and supply chain performance
Nevertheless, the results of the study have revealed that relationship between transformational leadership and supply chain performance was significant with p-value 0.014 and t-value 2.2454. On the other hand, β-value is 0.334 which shows positive relationship. Hence, transformational leadership has maintained significant positive relationship with supply chain performance. It demonstrates that an increase in transformational leadership will directly increase the supply chain performance. The relationship of transactional leadership and supply chain performance is also significant positive with p-value 0.05, t-value 1.961 and β-value 0.112. Therefore, transactional leadership also enhances the supply chain performance.
Nonetheless, in case of moderation influences on supply chain employee’s commitment for change between transformational leadership and supply chain performance is significant with p-value 0.000 and t-value 4.247. The β-value for this moderation effect is 0.175. It is proved that supply chain employee’s commitment moderates the relationship between transformation leadership and supply chain performance. The moderation effect is shown in Fig. 4, which shows that supply chain employee’s commitment enhances the positive effect of transformational leadership on supply chain performance.
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Fig. 4. Moderation effect of supply chain employee’s commitment for change between relationship of transformational leadership and supply chain performance
Moreover, moderation effect of supply chain employee’s commitment for changing between transactional leadership and supply chain performance is significant with p-value and t-value of 0.008 and 2.565, respectively. The β-value for this moderation effect is 0.203. Thus, it is clear that supply chain employee’s commitment for change moderates the relationship between transactional leadership and supply chain performance. The moderation effect is shown in Fig. 5, which indicates that supply chain employee’s commitment enhances the positive effect of transactional leadership on supply chain performance.
Fig. 5. Moderation effect of supply chain employee’s commitment for change between relationship of transactional leadership and supply chain performance
Additionally, the results of the study have revealed that supply chain top management support and supply chain employee’s commitment for change had significant and positive relationship with supply chain performance with p-value 0.012, 0.006 t-value 2.527, 2.771 and β-value 0.129, 0.512, respectively. Thus, the supply chain top management support and supply chain employee’s commitment enhance the supply chain performance.
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6. Conclusion
The current study is based on supply chain firms working in UK. Majorly, this study has investigated the role of audit and leadership to boost the supply chain performance. Moreover, the moderating role of supply chain top management and supply chain employee’s commitment for change was also examined.
Findings of the study have revealed that audit had significant role to enhance supply chain performance. The audit determinants, namely; competency of internal audit department and relationship between internal and external auditors had positive influence on supply chain performance in UK. Supply chain companies should enhance the audit activities which will automatically enhance the performance of supply chain companies. Additionally, top management also has maintained crucial role to expedite the effective audit activities. The same direct effect with audit, the role of leadership cannot be neglected. An effective leadership can enhance the supply chain activities in a supply chain company. It has positive effect through transformational leadership and transactional leadership activities. However, supply chain employee’s commitment for change is one of the essential element to enhance the positive effect of leadership on supply chain performance. Collectively, audit, leadership, top management and employee’s commitment are the real determinants of better supply chain performance in UK based supply chain companies.
Hence, supply chain companies should enhance four major elements, namely; audit, leadership, top management and employee’s commitment to boost supply chain performance. Researchers are invited to apply this framework on developing countries as the results might differ in those countries. The other audit determinants such as independence of auditors and size of internal audit department should also be included in the current framework. Moreover, information and communication technology (ICT) should be used as a mediating variable between audit determinants and supply chain performance. As the information and communication technology (ICT) has important role in supply chain (Hameed et al., 2018).
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