Acknowldgments: The researchers would like to thank those who attended and provided helpful feedback to the authors at the Academy of Management Conference in Montreal, at the ISM North American Research Symposium and the University of Tennessee Invited Scholar Research Symposium. The authors would also like to thank Michael A. Hitt, for his detailed comments and feedback on an earlier version of this manuscript. In addition, the authors thank the editor, anonymous associate editor and the reviewers for their many constructive comments. The authors accept full responsibility for any inaccuracies in this paper.
Factor-Market Rivalry and Competition for Supply Chain Resources
Article first published online: 22 JAN 2013
© 2013 Institute for Supply Management, Inc.
Journal of Supply Chain Management
Volume 49, Issue 1, pages 29–46, January 2013
How to Cite
Ellram, L. M., Tate, W. L. and Feitzinger, E. G. (2013), Factor-Market Rivalry and Competition for Supply Chain Resources. Journal of Supply Chain Management, 49: 29–46. doi: 10.1111/jscm.12001
- Issue published online: 22 JAN 2013
- Article first published online: 22 JAN 2013
- factor-market rivalry;
- organization outsourcing;
- strategy development;
- organizational issues;
- strategic resource management;
- transportation, distribution and logistics;
- conceptual theory building
Organizations monitor factor-markets for strategic inputs that directly contribute to the firms' unique advantage. Thus, managers may be unaware of essential supporting inputs that bundle with strategic inputs to sustain the organization's success. Increasingly, supply chain resources are part of that strategic bundle of resources essential for achieving the firm's competitive advantage. This research employs a conceptual theory-building approach to examine competition among diverse industries in factor-markets using the example of supply chain services and the relatively new lens of factor-market rivalry theory. Data relative to air cargo capacity in China, port capacity in South Vietnam and the U.S. port and rail system provide the context for theoretical and practical insights into the implications of factor-market rivalry on firm performance.