A Study on the Relationship between Transaction Fairness, Social Capital, Supply Chain Integration and Sustainability: Focusing on Manufacturing Companies of South Korea
Commenced in January 2007
Frequency: Monthly
Edition: International
Paper Count: 32804
A Study on the Relationship between Transaction Fairness, Social Capital, Supply Chain Integration and Sustainability: Focusing on Manufacturing Companies of South Korea

Authors: Sung-Min Park, Chan Kwon Park, Chae-Bogk Kim

Abstract:

The purpose of this study is to analyze the relationship between transaction fairness, social capital, supply chain integration and sustainability. Based on the previous studies, measurement items were determined by using SPSS 22 and exploratory factor analysis was performed, and again, using AMOS 21 for confirmatory factor analysis and path analysis was performed by using study items that satisfy reliability, validity, and appropriateness of measurement model. It has shown that transaction fairness has a (+) significant effect on social capital, social capital on supply chain integration, supply chain integration on economic sustainability and social sustainability, and has a (+), but not significant effect on environmental sustainability. It has shown that supply chain integration has been proven to play a role as a parameter between social capital and economic and social sustainability, but not as a parameter between environmental sustainability. Through this study, it is suggested that clearly examining the relationship between fairness of trade, social capital, supply chain integration and sustainability, maintaining fairness of the transaction make formation of social capital, and further integration of supply chain, and achieve sustainability of entire supply chain.

Keywords: Transaction fairness, social capital, supply chain integration, sustainability.

Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1131874

Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 1094

References:


[1] Fair Trade Commission (2017). Statistical Yearbook of 2015.
[2] Benton, W. C. and M. Maloni (2005). The influence of power driven buyer/seller relationships on supply chain satisfaction. Journal of Operations Management. 23(1). 1-22.
[3] Zhao, X., B. Huo, B. B. Flynn, and J. H. Y. Yeung (2008). The impact of power and relationship commitment on the integration between manufacturers and customers in a supply chain. Journal of Operations Management. 26(3): 368-388.
[4] Burt, D., D. Dobler, and S. Starling (2004). World class supply chain management: The key to supply chain management. Boston: McGraw-Hill.
[5] Carey, S., B. Lawson, and D. Krause (2011). Social capital configuration, legal bonds and performance in buyer-supplier relationships. Journal of Operations Management. 29(6): 561-576.
[6] Krause, D. R., R. B. Handfield, B. B. Tyler (2007). The relationships between supplier development, commitment, social capital accumulation and performance improvement. Journal of Operations Management. 25(2). 528-545.
[7] Villena, V. H., E. Revilla, and T. Y. Choi (2011). The dark side of buyer-supplier relationships: A social capital perspective. Journal of Operations Management. 29(6): 561-576.
[8] Adams, J. S. (1963). Toward an understanding of inequity. The Journal of Abnormal and Social Psychology. 67(5): 422-436.
[9] Smith, K. A., N. R. Bolton, and J. Wagner (1999). A model of customer satisfaction with service encounters involving failure and recovery. Journal of Marketing Research. 36(3). 356-372.
[10] Tax, S. S., W. S. Brown, M. Chandrashekara (1998). Customer evaluation of service complaint experience: Implication for relationship marketing. Journal of Marketing. 62(2). 60-76.
[11] Griffith, D. A., M. G. Harvey, and R. F. Lusch (2006). Social exchange in supply chain relationships: The resulting benefits of procedural and distributive justice. Journal of Operations Management. 24(2): 85-98.
[12] Thibaut, J. and L. Walker (1975). Procedural justice: A psychological analysis. Hillside. NJ: Erlbaum.
[13] Bourdieu, P. (1984). Distinction: A social critique of the judgement of taste. Harvard University Press.
[14] Nahapiet, J. and S. Ghoshal (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review. 23(2): 242-266.
[15] Adler, P. and S. W. Kwon (2002). Social capital: Prospects for a new concept. Academy of Management Review. 27(1): 17-40.
[16] Granovetter, M (1992). Economic institutions as social constructions: A framework for analysis. Acta Sociologica, 35(1): 3-11.
[17] Pagell, M. (2004). Understanding the factors that enable and inhibit the integration of operations, purchasing and logistics. Journal of Operations Management. 22(5). 459-487.
[18] Narasimhan, R. and J. Jayaram (1998). Causal linkage in supply chain management: An exploratory study of north american manufacturing firms. Decision Science. 29(3): 579-605.
[19] Stank, T. P., S. B. Keller, and P. J. Daugherty (2001). Supply chain collaboration and logistical service performance. Journal of Business Logistics. 22(1): 29-48.
[20] Zhao, X., B. Huo, W. Selen, and J. H. Y. Yeung (2011). The impact of internal integration and relationship commitment on external integration. Journal of Operations Management. 29(1-2): 17-32.
[21] Lambert, D., M. Cooper, and J. Pagh (1998). Supply chain management: Implementation issues and research opportunities. International Journal of Logistics Management. 9(2): 1-19.
[22] Carter, C. and D. Rogers (2008). A framework of sustainable supply chain management: Moving toward new theory. International Journal of Physical Distribution and Logistics Management. 38(5): 360-387.
[23] Carter, C. and P. Easton (2011). Sustainable supply chain management: Evolution and future directions. International Journal of Physical Distribution and Logistics Management. 4(1): 46-62.
[24] Hassini. E., S. Chirag, and C. Searcy (2012). A literature review and a case study of sustainable supply chains with a focus on metrics. International Journal of Production Economics. 140(1). 69-82.
[25] Seuring, S. and Muller, M. (2008). From a literature review to a conceptual framework for sustainable supply chain management. Journal of Cleaner Production. 16(15). 1699-1710.
[26] Elkington, J (1994). Towards the sustainable corporation: Win-win-win Business strategies for sustainable development. California Management Review. 36(2): 90-100.
[27] Elkington, J (1998). Partnerships from Cannibals with forks: The triple bottom line of the 21st century business. Environmental Quality Management. 8(1): 37-51.
[28] Walker, H. and N. Jones (2012). Sustainable supply chain management across the UK private sector. Supply Chain Management: An International Journal. 17(1): 15-28.
[29] Jacobs, F. R. and R. B. Chase (2013). Operations and supply chain management: The core 3rd edition. McGraw-Hill.
[30] Beugre, C. D. and W. Acar (2008). Offshoring and cross-border inter-organizational relationships: A justice model. Decision Science. 39(3). 445-468.
[31] Mossholder, K. W., N. Bennett, E. R. Kemery, and M. A. Wesolowski (1998). Relationships between based of power and work reactions: The mediational role of procedural justice. Journal of Management. 24(4): 533-552.
[32] Chen, H. and D. Jeter (2008). The role of auditing in buyer-supplier relations. Journal of Contemporary Accounting & Economics. 4(1): 1-17.
[33] Mentzer, J., W. DeWitt, J. Keebler, S. Min, N. Nix, C. Smith and Z. Zacharia (2001). Defining supply chain management. Journal of Business Logistics. 22(2): 1-25.
[34] Dyer, J. and W. Chu (2003). The role of trustworthiness in reducing transaction costs and improving performance: Empirical evidence from the United States, Japan, and Korea. Organization Science. 14(1): 57-68.
[35] Cousins, P. D., R. B. Handfield, B. Lawson, and K. J. Peterson (2006). Creating supply chain relational capital: The impact of formal and informal socialization processes. Journal of Operations Management. 24(6): 851-863.
[36] Rao, P. (2002). Greening the supply chain: A new initiative in South East Asia. International Journal of Operations & Production Management. 22(6): 632-655.
[37] Green, K., P. Zelbst, J. Meacham, and V. Bhadauria (2012). Green supply chain management practices: Impact on performance. Supply Chain Management: An International Journal. 17(3): 290-305.
[38] Zhu, Q. and J. Sarkis (2004). Relationships between operational practices and performance among early adopters of green supply chain management practices in Chinese manufacturing enterprises. Journal of Operations Management. 22(3): 265-289.
[39] McGrath, R. and W. L. Sparks (2005). The importance of building social capital. Quality Progress. 38(22): 45-49.
[40] Cousins, P. D. and B. Menguc (2006). The implications of socialization and integration in supply chain management. Journal of Operations Management. 24(5): 604-620.
[41] Wu, Z. and M. Pagell (2011). Balancing priorities: Decision-making in sustainable supply chain management. Journal of Operations Management. 29(6). 577-590.
[42] Lee Haksik and Lim Jihun (2015). SPSS 22.0 Manual. Book publishing JIPHYEONJAE.
[43] Fornell, C. and D. F. Larcker (1981). Evaluating structural equation models with unobservable variable and measurement error. Journal of Marketing Research. 18(1): 39-50.
[44] Bae Byeong Ryeol (2014). Amos 21 Structural equation modeling. Book publishing Cheoram.
[45] Noordhoff, C. S., K. Kyriakopoulos, C. Moorman, P. Pauwels, and B. G. Dellaert (2011). The bright side and dark side of embedded ties in business-to-business innovation. Journal of Marketing. 75(5): 34-52.
[46] Hughes, M. and R. K. Perrons (2011). Shaping and re-shaping social capital in buyer-supplier relationships. Journal of Business Research. 64(2): 164-171.