Managerial political skill and achieved supply chain integration: the mediating effects of supply chain orientation and organizational politics

Purpose Drawing on social exchange theory, social capital theory, and perspectives of political influence in organizations, this study develops and tests a model in which managerial political skill is associated with internal, supplier and customer supply chain integration through two mediating mechanisms: facilitating a supply chain orientation and mitigating self-serving politics. Design/methodology/approach Data were collected from three independent samples, one for each achieved state of integration (i.e. internal, customer and supplier) (ninternal = 225; ncustomer = 225; nsupplier = 225; N = 675). Hypotheses were tested with structural equation modeling and indirect effects analysis. The potential impact of unmeasured endogenous factors was mitigated through appropriate survey design, statistical control, marker variable analysis and instrument variable usage. Findings Managerial political skill exhibited a positive, direct relationship with achieved internal and supplier integration. Supply chain orientation partially mediated the relationship for achieving integration with both customers and suppliers. Self-serving organizational politics was not associated with achieving internal, customer or supplier integration. Research limitations/implications By demonstrating the importance of political influence in achieving supply chain integration, the findings support the role of managerial social capital in the underlying social exchange processes that drive integration. Originality/value Despite the fundamental role of informal, social dynamics in supply chain integration, past research has largely focused on either the technical prowess of middle managers or the political skill of executives in supporting integration. The present study explicates the critical role of middle management political skill in actually achieving supply chain integration.