To read this content please select one of the options below:

The impact of JIT‐II‐selling on organizational performance

Kenneth W. Green (School of Business, Henderson State University, Arkadelphia, Arkansas, USA)
R. Anthony Inman (College of Administration and Business, Ruston, Louisiana, USA)

Industrial Management & Data Systems

ISSN: 0263-5577

Article publication date: 28 August 2007

2605

Abstract

Purpose

In response to the just‐in‐time (JIT) II purchasing strategy developed at Bose, sellers in the manufacturing sector have become JIT‐II sellers. The purpose of this study is to test the propositions that implementation of a JIT‐II‐selling strategy strengthens the strategic link between the production and marketing functions and leverages the impact of a market orientation on organizational performance.

Design/methodology/approach

Data related to JIT‐II‐selling, market orientation and organizational performance were collected from 166 managers of large US‐based manufacturing companies and analyzed using a structural equation modeling approach.

Findings

Results indicate that market orientation fully mediates the relationship between JIT‐II‐selling and organizational performance.

Practical/implications

Manufacturers adopting a JIT‐II‐selling strategy to enhance a market orientation philosophy can expect improvements in organizational performance.

Originality/value

This study is the first to describe and define the JIT‐II selling construct and to empirically assess its relation to market orientation and organizational performance.

Keywords

Citation

Green, K.W. and Inman, R.A. (2007), "The impact of JIT‐II‐selling on organizational performance", Industrial Management & Data Systems, Vol. 107 No. 7, pp. 1018-1035. https://doi.org/10.1108/02635570710816720

Publisher

:

Emerald Group Publishing Limited

Copyright © 2007, Emerald Group Publishing Limited

Related articles