The Relationships between Orientation, Collaboration and Performance for Supply Chain Management of Korean FDI Firms for Sustainable Growth

Round 1

Reviewer 1 Report

The objective of study is to verify the relationships between orientation, collaboration and performance for supply chain management (SCM) of Korean FDI firms for sustainable growth.

The aim of the study was fully achieved. Research hypotheses were formulated and verified.

An extensive analysis of the literature has been carried out, pointing to the gaps in the current scientific research.

The research process has been described in detail step by step. However, despite the indication of the methods used, none of them was described. I believe that they should be briefly characterized.

It was not indicated which method the correlation was tested.

It should be noted in the study that the results obtained concern only the surveyed companies. They cannot be generalized to all companies because the sample size is too small in relation to the whole population (in 4.4. Discussion and part 5. Conclusions).

Author Response

Answers to the first reviewer’s comments

 

Thank you for the meaningful comments. The answers to the comments are as follows.

 

1. The research process has been described in detail step by step. However, despite the indication of the methods used, none of them was described. I believe that they should be briefly characterized.

Answer: Thank you for the comment. I insert the analytical methods in the paper as follows.

3.3.3. Analytical methods

To achieve the objective of this study, the data is analyzed by various methods. The data stability should be tested before analyzing causal relationships between the variables. This study uses various analytical methods to verify the data stability. First, content validity is tested. It means whether measuring items reflect the contents of the variables. There are two methods. One is to extract measuring items on the basis of prior research. Conceptual and operational definitions of the variables used in this study are come from prior research. The other is that the fitness of measuring items are tested by experts. The measuring items of the variables were tested by three professors who have over three research papers concerned with international logistics, three researchers who are performing research on international logistics, and three workers who work over ten years in the field. As a result, there are no problems in the measuring items but there are problems such as unrealistic and vague items. The items are clearly changed by experts’ comments.

Second, reliability and validity of the data should be tested, and the former can be identified by a Cronbach’s alpha coefficient and the latter can be verified by fitness indices of the measuring model such as chi-square (P > 0.05), Q (<2.0), goodness of fit index (GFI: >0.9), adjust goodness of fit index (AGFI: >0.9), comparative fit index (CFI: >0.9), normal fit index (NFI: >0.9), incremental fit index (IFI: >0.9), Turker-Lewis index (TLI: >0.9), root mean square error of approximation (RMSEA: <0.08) and a factor loading coefficient (> 0.5).

Third, a correlation analysis and multicollinearity should be tested. There is not the exact criterion in correlation coefficients but these explain the relationship between variables. This means that the result explains correlations between the variables. If correlation coefficients between independent variables are high, multicollinearity is doubted. There are two kinds of criteria for multicollinearity: tolerance and MAX-VIF. The former should be over 0.1 and the latter should be below 10.0. If there are no problems in the above results, the hypotheses can be tested.

There are two methods to test the hypotheses. The first, this study identifies the relationships between orientation, collaboration and performance of SCM. The relationships between the variables are confirmed by theoretical background and analyzed by a measurement model and a structural model. It can verify whether the characteristics of the sample firms are the same as the characteristics of the population and perform the path analysis among the variables, and as a result, the results are more informative than the results of a multiple regression analysis. In addition, the moderation effect of collaboration on the relationship between orientation and performance for SCM is identified by a moderated regression analysis (MRA). It has three models: one is to analyze the effect of an independent variable (orientation for SCM) on a dependent variable (supply chain performance), another is to identify the effects of an independent variable and a moderation variable (collaboration for SCM) on a dependent variable, and the third is to prove the effects of an independent variable, a moderation variable and an additional variable (an independent variable * a moderation variable) on a dependent variable. If the effects are significant and R square of model III is higher than R squares of model I and II, there is a moderation effect of the moderation variable. This means that a moderation variable enhances the relationship between an independent variable and a dependent variable. The results are as follows.

 

Concerned page: 6

 

2. It was not indicated which method the correlation was tested.

Answer: Thank you for the comment. I follow the comment and insert the following paragraph.

“Third, a correlation analysis and multicollinearity should be tested. There is not the exact criterion in correlation coefficients but these explain the relationship between variables. This means that the result explains correlations between the variables. If correlation coefficients between independent variables are high, multicollinearity is doubted. There are two kinds of criteria for multicollinearity: tolerance and MAX-VIF. The former should be over 0.1 and the latter should be below 10.0. If there are no problems in the above results, the hypotheses can be tested.”

Concerned page: 6

 

3. It should be noted in the study that the results obtained concern only the surveyed companies. They cannot be generalized to all companies because the sample size is too small in relation to the whole population (in 4.4. Discussion and part 5. Conclusions).

Answer: Thank you for the comment. The sentence is inserted in the manuscript as follows.

“However, the results cannot be generalized to all firms because the sample size is too small in relation to the whole population.”

Concerned pages: 11, 12

Author Response File: Author Response.docx

Reviewer 2 Report

Author of manuscript presents interesting results describing and what is more important modelling of relationships between orientation, collaboration, and performance in supply chain of Korean foreign direct investment companies. Author presented research model which was expressed in three hypotheses. Two of them were positively proved. Due to the fact of interesting, and rather not presented, even for other origins of companies, results of research on orientation, collaboration and performance in SCM it can be considered for publication. Even, it might be considered as a benchmark case study. However, I encourage author to consider the following points before delivering the final version of manuscript and before final decision of publication:

1. Please provide detail description of all abbreviations used in the manuscript (for example in table 2; adj in table 8, etc.)
2. Details of questionnaire used, i.e. questions, in that research could be delivered in the appendix.
3. Details of used models and tests should be clearly presented in the appendix.
4. Author mention “uncertainty” as one of the parameters which can give negative as well as positive input in a development of SCM and the firms itself. Did author somehow considered/questioned about the risk assessment within the SCM?

Author Response

Answers to the second reviewer’s comments

 

Thank you for the meaningful comments. The answers to the comments are as follows.

 

1. Please provide detail description of all abbreviations used in the manuscript (for example in table 2; adj in table 8 etc.)

Answer: Thank you for the comment. All abbreviations are explained in the paper as follows. For instance, fitness indices are explained in the paper and this is connected with table 2.

“Second, reliability and validity of the data should be tested, and the former can be identified by a Cronbach’s alpha coefficient and the latter can be verified by fitness indices of the measuring model such as chi-square (P > 0.05), Q (<2.0), goodness of fit index (GFI: >0.9), adjust goodness of fit index (AGFI: >0.9), comparative fit index (CFI: >0.9), normal fit index (NFI: >0.9), incremental fit index (IFI: >0.9), Turker-Lewis index (TLI: >0.9), root mean square error of approximation (RMSEA: <0.08) and a factor loading coefficient (> 0.5).”

Concerned page: 6

Table 8 is amended as follows.

“Note) ***: <0.01, **: <0.05; The numbers of parenthesis are an estimate. Orientation: orientation for SCM; Collaboration: collaboration for SCM; adj R2: adjusted R square”

Concerned page: 10

 

2. Details of questionnaire used, i.e. questions, in that research could be delivered in the appendix.

Answer: Thank you for the comment. I follow the comment and the details of questionnaire are inserted in the appendix 1.

 

Appendix 1 The details of questionnaire

Variables	Sub-variables	Items
Orientation for SCM	Strategic orientation	1. Understanding common goals on SCM in each department 2. Degree of inter-departmental collaboration for SCM 3. Sharing inter-departmental profits and costs to achieve goals of SCM
	Structural orientation	1. Structuring inter-departmental supply chain cooperation systems 2. Existence of staff who has capabilities for SCM 3. Knowledge and technology for SCM 4. Degree of information sharing among departments for SCM 5. Degree of performance management from the viewpoint of SCM
Collaboration for SCM	Inter-departmental collaboration	1. A proper application of integrated database 2. Efficient information sharing among departments 3. Possession of standardized capabilities for information sharing among departments 4. Proper feedback on integrated logistics performance to staff 5. Existence of proper reward systems on logistics performance
	Collaboration with international logistics firms	1. Smooth transport services provided by carriers 2. Quick answers to questions of customers 3. Quick responding to requesting a change of transport methods 4. Reliable transport to a destination 5. A proposal to efficient international logistics services 6. Providing standardized international logistics services for customers
Supply chain performance	Quality performance	1. Improving quality created by SCM 2. Improving durability of goods created by SCM 3. Improving reliability of goods created by SCM
	Reliability performance	1. A degree of punctuality of delivery created by SCM 2. Improvement of delivery speed created by SCM 3. Improvement of order treatment created by SCM
	Flexibility and responsiveness performance	1. Possessing various products through SCM 2. Improving capability of decision-making on production through SCM 3. Improving capabilities of mixed manufacturing for products through SCM 4. Saving the time to respond to a change of demand through SCM
	Cost performance	1. Saving manufacturing cost created by SCM 2. Improving inventory turnover created by SCM 3. Enhancing cost competitiveness compared with competitors created by SCM

Concerned page: 15

 

3. Details of used models and tests should be clearly presented in the appendix.

Answer: Thank you for the comment. The details of the result are inserted in the appendix 2.

 

Appendix 2 The details of the result

Figure is not attached in here. Please see the attached file.

Concerned page: 16

 

4. Author mention “uncertainty” as one of the parameters which can give negative as well as positive input in a development of SCM and the firms itself. Did author somehow considered/questioned about the risk assessment within the SCM?

Answer: Uncertainty means that opportunity and threat are existed in the market (Porter, 1980). If the market is stable, there is no opportunity but if the market is uncertain, there is an opportunity. Under high uncertainty, firms manage the uncertainty through SCM, and to manage the uncertainty, they need the risk assessment in SCM. In other word, firms acquire an opportunity in the uncertainty of the market on the basis of the risk assessment, and supply chain participants who acquire the opportunity can achieve supply chain performance through collaboration. Therefore, the risk assessment is the inception of SCM.

Author Response File: Author Response.docx

Reviewer 3 Report

The introduction of the article should be restructured, it seems to be a sum of independent and unconnected paragraphs, therefore It is required a more elaborated argumentative thread. Moreover, it is imperative to include the aim/objective of the paper in the introduction, this is something extremely important! Furthermore, the reason justifying the motto of this research (research gap) should be more explicit and richer. Author´s should made explicit which kind of existent evidence or lack of it has motivated their research.

From my perspective the literature review is too narrowed  and do not contain the entire objective of the article. I strongly recommend authors to take into consideration the following recommendations:

One aspect that is not mentioned within the study is that sometimes companies require collaboration or are subject to it due to innovation aspects, as the innovation portfolio. This portfolio delimitate the way the company competes and demands to stablish collaborative arrangements. See as example:

• Seclen-Luna, J. P., Opazo-Basáez, M., Narvaiza, L., & Fernández, P. J. M. (2020). Assessing the effects of human capital composition, innovation portfolio and size on manufacturing firm performance. Competitiveness Review: An International Business Journal. https://doi.org/10.1108/CR-01-2020-0021

(L73-p2) In general terms, it would be recommended to expand the literature review on SCM, and structure it in a classical way (as a traditional literature review) not from the perspective of Korean SC, but from the contrasted literature on this field. This is relevant because the literature review should position the reader into the guiding literature in order to provide a generalized scope of the research on this matter. Further, in another section (e.g. methodology) the contextual aspects (Korean SC) can be included in an epigraph entitled “Context of the study”.

(L74-p2) The viewpoint of “value” is quite interesting, however from the article it is hard to see the mechanisms through which value can be delivered, also the supply chain approach seems to be too generic (to clarify this), disregarding  new models of supply chains orientations, see as example:

• Basaez, M. O., Aranda, D. A., Djundubaev, R., & Montesinos, F. S. (2014). The role of CRM‐SRM bolt‐ons in Enterprise Resource Planning system: Toward a customer‐oriented supply chain. Strategic Change, 23(5-6), 389-400.

(L92-P2) The classification of the relationships in the network as “vertical and horizontal” is quite limited, recently have emerged other forms of supply chain collaborative arrangements that do not to fit with these two categorizations that will be important to mention as well. See as example:

• Galera‐Zarco, C., Opazo‐Basáez, M., Marić, J., & García‐Feijoo, M. (2020). Digitalization and the inception of concentric strategic alliances: A case study in the retailing sector. Strategic Change, 29(2), 165-177.
• Opazo-Basáez, M., Narvaiza Cantín, L., & Campos, J. A. (2020). Does distance really matter? Assessing the impact of KIBS proximity on firms’ servitization capacity: evidence from the Basque country. INVESTIGACIONES REGIONALES-Journal of REGIONAL RESEARCH, (48), 51-68.

(L110-p3) “The management of the relationships in supply chain networks is performed by close collaboration among functional departments and achieved by efficient connection on the basis of external operations among supply chain partners” This line is supported by several studies, however within the text have not been supported with any literature. See as example:

• Vendrell-Herrero, F., Bustinza, O. F., & Opazo-Basaez, M. (2020). Information technologies and product-service innovation: The moderating role of service R&D team structure. Journal of Business Research. https://doi.org/10.1016/j.jbusres.2020.01.047

(L114-p3) “Relationship-based supply chain collaboration is a part of integrated relationships with suppliers and customers and it provides firms with an opportunity of performance improvement”. Once again, This line is supported by several studies, however within the text have not been supported with any literature. See as example:

• Opazo-Basáez, M., Vendrell-Herrero, F., & Bustinza, O. F. (2018). Uncovering productivity gains of digital and green servitization: Implications from the automotive industry. Sustainability, 10(5), 1524.
• Bustinza, O. F., Vendrell-Herrero, F., Gomes, E., Lafuente, E., Opazo-Basáez, M., Rabetino, R., & Vaillant, Y. (2018). Product-service innovation and performance: unveiling the complexities. International journal of business environment, 10(2), 95-111.

(L119-p3) “Therefore, firms which want to achieve customer needs through the collaboration need to focus on internal collaboration, need to attain customer needs through collaboration with suppliers, and need to respond to customer expectation very well” Once again, This line is supported by several studies, however within the text have not been supported with any literature. See as example:

• Sánchez‐Montesinos, F., Opazo Basáez, M., Arias Aranda, D., & Bustinza, O. F. (2018). Creating isolating mechanisms through digital servitization: The case of Covirán. Strategic Change, 27(2), 121-128.

Author Response

Answers to the third reviewer’s comments

 

Thank you for the meaningful comments. The answers to the comments are as follows.

 

1. The introduction of the article should be restructured, it seems to be a sum of independent and unconnected paragraphs, therefore It is required a more elaborated argumentative thread. Moreover, it is imperative to include the aim/objective of the paper in the introduction, this is something extremely important! Furthermore, the reason justifying the motto of this research (research gap) should be more explicit and richer. Author’s should make explicit which kind of existent evidence or lack of it has motivated their research.

Answer: Thank you for the comment. The answers are as follows.

☞ The introduction of this study includes four steps: the first is that the relationship between sustainability of firms and Korean FDI firms concerned with global SCM and this is connected with orientation of Korean FDI firms, the second is that the flow of prior research on Korean FDI firms and collaboration for SCM, the third is that three limitations of prior research (research gaps), and the fourth is the objective of the study. This can be shown as below table.

 

Table 1. The flow of this study

Figure is not shown in here. Plaese see the attached file.

 

Introduction of this study consists of the above flow. Please understand the situation.

Concerned pages: 1-2

 

☞ The objective of this study is inserted in the end of introduction as follows.

“Therefore, the objective of this study is to empirically analyze the effects of orientation and collaboration for SCM on supply chain performance of Korean FDI firms.”

Concerned page: 2

 

☞ Research gaps are inserted in introduction as follows.

Research gaps are concerned with difference with prior research. This is shown in the introduction as follows.

“There is a lack of prior research on Korean FDI firms. In particular, almost prior research papers are case studies concerned with service firms such as banking, information and communication technology, and distribution. In this regard, prior research has limitations as follows. First, research for collaboration for SCM in Korean FDI firms is needed. Collaboration for SCM should be investigated in an inter-corporate viewpoint as well as an inter-departmental viewpoint concerned with procurement, production, sales and services of Korean FDI firms. However, prior research analyzed localization strategy through case studies, and as a result, empirical tests are needed.”

“Second, almost prior research on supply chain collaboration is investigated in the relationships between suppliers, manufacturers and customers. However, there is no research for the relationships between manufacturers and logistics firms in supply chains. Korean FDI firms perform that they procure raw materials from oversea, produce goods in low cost countries, and sell goods to the world market. In this regard, research on collaboration for SCM between Korean FDI firms and international logistics firms is regarded as one of the methods to enhance international competitiveness of Korean FDI firms.”

“Third, there is a lack of research to verify precedent factors on collaboration for SCM of Korean FDI firms. Prior research focuses on the motivation or entry modes of FDI firms. However, research on precedent factors of collaboration for SCM is not active. For instance, Bae [3] identified perceived environmental uncertainty as a precedent factor of supply chain collaboration. In addition, Iyer [21] and Rodrigues et al. [32] confirmed that logistics information systems have positive effect on supply chain collaboration. Despite the prior research, there is still a lack of research on precedent factors of collaboration for SCM. In this regard, this study needs to verify cause and effect variables of collaboration for SCM of Korean FDI firms. Therefore, the objective of this study is to empirically analyze the effects of orientation and collaboration for SCM on supply chain performance of Korean FDI firms.”

Concerned page: 2

 

2. From my perspective the literature review is too narrowed and do not contain the entire objective of the article. I strongly recommend authors to take into consideration the following rcommendations:

 

Answer: Thank you for the comment. Amended contents are as follows.

 

☞ One aspect that is not mentioned within the study is that sometime companies require collaboration or are subject to it due to innovation aspects, as the innovation portfolio. This portfolio delimitate the way the company competes and demands to stablish collaborative arrangements. See as example:

Answer: Thank you for the comment. The content is inserted in the manuscript as follows.

“The management of the relationships in supply chain networks is performed by close collaboration among functional departments and achieved by efficient connection on the basis of external operations among supply chain partners. Collaboration among partners in supply chains enhances performance, which is shared with participants in supply chains. Supply chain efficiency is kept in the best efficient conditions through collaboration with partners. Relationship-based supply chain collaboration is a part of integrated relationships with suppliers and customers and it provides firms with an opportunity of performance improvement. The collaboration helps with implementing customer needs such as low cost and high quality goods and services which have an effect on the choice of customers. The reason is that firms can understand customers’ long term needs, expectation and preference [26]. The collaboration is similar with product-service innovation in innovation portfolio [48]. Therefore, firms which want to achieve customer needs through the collaboration need to focus on internal collaboration, need to attain customer needs through collaboration with suppliers, and need to respond to customer expectation very well.”

“Seclen-Luna, J.P.; Opazo-Basáez, M.; Narvaiza, L.; Fernández, P.J.M. Assessing the Effects of Human Capital Composition, Innovation Portfolio and Size on Manufacturing Firm Performance. Competitiveness Review: An International Business Journal, 2020, http://doi.org/10.1108/CR-01-2020-0021.” In references

 

Concern page: 3

 

☞ (L73-p2) In general terms, it would be recommended to expand the literature review on SCM, and structure it in a classical way (as a traditional literature review) not from the perspective of Korean SC, but from the contrasted literature on this field. This is relevant because the literature review should position the reader into the guiding literature in order to provide a generalized scope of the research on this matter. Further, in another section (e.g. methodology) the contextual aspects (Korean SC) can be included in an epigraph entitled “Context of the study”.

Answer: Thank you for the comment. Prior research is added in the contents as follows.

“If there is the cause of FDI of Korean manufacturers in the market or knowledge, researchers need to identify how they manage their supply chains after entering into the country. In particular, there is doubtful how Korean manufacturers perform localization strategy in the overseas market if it is market-oriented FDI. The study on localization strategy of Korean firms was performed by Seo and Kim on Indonesia [37] and India [38]. Lee [27] confirmed product localization for advancing into the Indian market. Shin [39] analyzed localization strategy and its performance of Korean subsidiaries in NAFTA region. Zhang et al. [43] studied FDI performance factors of Korean firms in China. They analyzed localization strategy of Korean FDI firms by a case study. Lee and Kim [28] also studied how to adjust on Chinese market based on changing of its FDI policy. In addition, research on collaboration for SCM was started from Stevens [41], and there are various viewpoints concerned with the collaboration. For example, collaboration for SCM is divided into a vertical viewpoint [44, 45] and a horizontal viewpoint [46, 47]. The former means collaboration which includes suppliers, focal firms and demanders, and on the other hand, the latter means collaboration which includes competitors (common logistics) as well as logistics service providers and IT/IS service providers. Therefore, collaboration for SCM includes various viewpoints.”

Concerned page: 2

In addition, methodology is changed to context of the study.

Concern page: 5

 

☞ (L74-p2) The viewpoint of “value” is quite interesting, however from the article it is hard to see the mechanisms through which value can be delivered, also the supply chain approach seems to be too generic (to clarify this).

Answer: Thank you for the comment. The explanations are as follows.

To explain value, I need to explain the structure of a system. It is connected with input, variance and output. The process is connected with the change of value. Value is shown in output, which is similar with performance. In other word, in this study, input is orientation for SCM, variance is collaboration for SCM, and output is supply chain performance. Therefore, value is made by strategy and shown in performance.

Line 82-84 in p. 2 explain that “if firms focus on cost leadership as value, they concentrate on internal efficiency based on inter-departmental collaboration. On the other hand, if differentiation as value is important to firms, they are immersed in external effectiveness based on collaboration with partners in supply chains.”

Cost leadership and differentiation are strategy (Porter, 1980). Efficiency and effectiveness are performance. Therefore, value which firms pursue is reflected in strategy (like orientation and collaboration for SCM) and this is connected with performance such as efficiency and effectiveness. (like supply chain performance).

 

☞ (L92-P2) The Classification of the relationships in the network as “vertical and horizontal” is quite limited, recently have emerged other forms of supply chain collaborative arrangements that do not to fit with these two categorizations that will be important to mention as well.

Answer: Thank you for the comment. I amended the contents as follows.

“Networks in supply chains consist of participants and relationships. The former is composed of departments of focal firms and supply chain participants such as suppliers and customers. The latter mean collaboration among the participants as well as the departments. Networks in supply chains are divided into vertical and horizontal. Vertical networks mean participants in the networks from suppliers of raw materials to final customers, and supply chain collaboration manages the flow of supplementary resources. In contrast, horizontal networks include competition and collaboration, and supply chain collaboration manages the flow of mutual substitute resources [12]. In this regard, value is created by collaboration among supply chain participants. On the other hand, there is a different viewpoint to collaboration in supply chains which is servitization capacity of firms such as sensing, seizing, reconfiguring, digitization, customization, network management, management values, management behavior, employee values and employee behavior [49, 50].”

Galera-Zarco, C; Opazo-Basáez, M.; Marić, J.; García-Feijoo, M. Digitalization and the Inception of Concentric Strategic Alliances: A Case Study in the Retailing Sector. Strategic Change, 2020, 29(2), 165-177.

Opazo-Basáez, M.; Cantín, L.N.; Campos, J.A. Does Distance Really Matter? Assessing the Impact of KIBS Proximity on Firms’ Servitization Capacity: Evidence from the Basque Country. Investigaciones Regionales-Journal of Regional Research, 2020, 48, 51-68. In references

 

Concerned page: 3

 

☞ (L110-p3) “The management of the relationships in supply chain networks is performed by close collaboration among functional departments and achieved by efficient connection on the basis of external operations among supply chain partners.” This line is supported by several studies. However within the text have not been supported with any literature.

Answer: Thank you for the comment. The line is changed as follows.

“The management of the relationships in supply chain networks is performed by close collaboration among functional departments and achieved by efficient connection on the basis of external operations among supply chain partners [51].

Vendrell-Herrero, F.; Bustinza, O.F.; Opazo-Basáez, M. Information Technologies and Product-Service Innovation: The Moderating Role of Service R&D Team Structure. Journal of Business Research, 2020, http://doi.org/10.1016/j.jbusres.2020.01.047. In references

Concerned page: 3

 

☞ (L114-p3) “Relationship-based supply chain collaboration is a part of integrated relationships with suppliers and customers and it provides firms with an opportunity of performance improvement.” Once again, this line is supported by several studies, however within the text have not been supported with any literature.

Answer: Thank you for the comment. The line is changed as follows.

“Relationship-based supply chain collaboration is a part of integrated relationships with suppliers and customers and it provides firms with an opportunity of performance improvement [52, 53].”

Opazo-Basáez, M.; Vendrell-Herrero, F.; Bustinza, O.F. Uncovering Productivity Gains of Digital and Green Servitization: Implications from the Automotive Industry. Sustainability, 2018, 10(5), 1524.

Bustinza, O.F.; Vendrell-Herrero, F.; Gomes, E.; Lafuente, E.; Opazo-Basáez, M.; Rabetino, R.; Vaillant, Y. Product-Service Innovation and Performance: Unveiling the Complexities. International Journal of Business Environment, 2018, 10(2), 95-111. In references

Concerned page: 3

 

☞ (L119-p3) “Therefore, firms which want to achieve customer needs through the collaboration need to focus on internal collaboration, need to attain customer needs through collaboration with suppliers, and need to respond to customer expectation very well.” Once again, this line is supported by several studies, however the text have not been supported with any literature.

Answer: Thank you for the comment. The line is changed as follows.

“Therefore, firms which want to achieve customer needs through the collaboration need to focus on internal collaboration, need to attain customer needs through collaboration with suppliers, and need to respond to customer expectation very well [54].”

Sánchez-Montesinos, F.; Opazo-Basáez, M.; Aranda, D.; Bustinza, O.F. Creating Isolating Mechanisms through Digital Servitization: The Case of Covirán. Strategic Change, 2018, 27(2), 121-128. In references

Concerned page: 3

 

 

 

 

 

 

Round 2

Reviewer 2 Report

Author answered to all questions and remarks. After the received improvement the manuscript is worth to be publish.

Reviewer 3 Report

First and foremost, I would like to congratulate author(s) for the comprehensive work done with the manuscript. The article has been deeply refurbished; hence, the new version is much improved in terms of scope and research objective. Within the revised version, most of my suggestions and comments have been integrated accordingly. Taken together, the revised version is an interesting piece of research on the relationships between Orientation, Collaboration and performance for Supply Chain Management. Well Done!