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The Effect of Sourcing Strategies on the Relationship Between ...

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Abdullah, Mohamed, Othman & Ulian Alpha <str<strong>on</strong>g>of</str<strong>on</strong>g> 0.900; <strong>the</strong> buy strategy <str<strong>on</strong>g>of</str<strong>on</strong>g> twelve items had an Alpha <str<strong>on</strong>g>of</str<strong>on</strong>g> 0.900; and<strong>the</strong> organizati<strong>on</strong>al performance <str<strong>on</strong>g>of</str<strong>on</strong>g> seven scale items had an alpha <str<strong>on</strong>g>of</str<strong>on</strong>g> 0.789.Hypo<strong>the</strong>sis 1 was proposed as to test <strong>the</strong> role <str<strong>on</strong>g>of</str<strong>on</strong>g> make strategy as mediator in<strong>the</strong> relati<strong>on</strong>ship between cost leadership strategy, and organizati<strong>on</strong>alPerformance. This means <strong>the</strong> make strategy is a mediator as it carriers <strong>the</strong>influence <str<strong>on</strong>g>of</str<strong>on</strong>g> a given independent variable to a given dependent variable. Figure1.2 illustrates <strong>the</strong> mediated model.Figure 1.2: Make Strategy as a Mediator in <strong>the</strong> Relati<strong>on</strong>ship between CostLeadership Strategy and Organizati<strong>on</strong>al PerformanceMabXYHypo<strong>the</strong>sis1: Firms pursuing Cost Leadership Strategy that is mediated by MakeStrategy produce better organizati<strong>on</strong>al performance than o<strong>the</strong>r type<str<strong>on</strong>g>of</str<strong>on</strong>g> associati<strong>on</strong>.<str<strong>on</strong>g>The</str<strong>on</strong>g> mediating role <str<strong>on</strong>g>of</str<strong>on</strong>g> make strategy <str<strong>on</strong>g>of</str<strong>on</strong>g> sourcing strategy in particular is testedbased <strong>on</strong> a multiple regressi<strong>on</strong> which suggested by Bar<strong>on</strong> and Kenny (1986).Bar<strong>on</strong> and Kenny have suggested that a four-step approach should bec<strong>on</strong>ducted. Table 1.1 c<strong>on</strong>tains <strong>the</strong> analyses necessary to examine <strong>the</strong> mediati<strong>on</strong>hypo<strong>the</strong>sis.Step 1, <strong>the</strong> established <str<strong>on</strong>g>of</str<strong>on</strong>g> Cost Leadership Strategy (predictor) is related toperformance (outcome). <str<strong>on</strong>g>The</str<strong>on</strong>g> unstandardized regressi<strong>on</strong> coefficient (B = 0.243)associated with <strong>the</strong> effect <str<strong>on</strong>g>of</str<strong>on</strong>g> Cost Leadership Strategy <strong>on</strong> Performance issignificant (p < 0.01). Thus, <strong>the</strong> relati<strong>on</strong>ship between <strong>the</strong> Cost LeadershipStrategy and Performance is significant, and <strong>the</strong> requirement for mediati<strong>on</strong> instep 1 as suggested by Bar<strong>on</strong> and Kenny (1986) is met.Step 2, <strong>the</strong> unstandardized regressi<strong>on</strong> coefficient (B = 0.414) associated with <strong>the</strong>effect <str<strong>on</strong>g>of</str<strong>on</strong>g> Cost Leadership Strategy <strong>on</strong> Make Strategy is significant (p < 0.01). <str<strong>on</strong>g>The</str<strong>on</strong>g>c<strong>on</strong>diti<strong>on</strong> for step 2 is met. <str<strong>on</strong>g>The</str<strong>on</strong>g> Cost Leadership Strategy is associated with <strong>the</strong>Make Strategy.353

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