Purpose - This work has two main objectives: to obtain a set of scales
for measuring the patterns, attitudes and practices of integration that
can be extrapolated to different scopes (both internal and external) and
participants (supplier and customer) within the supply chain; and to
evaluate the relations between the different components of integration.
Design/methodology/approach - Based on previous literature on the
content, measurement and scope of the concept of integration, a model is
presented and tested using structural equation modelling. Data were
collected from 450 enterprises from the Spanish construction materials
sector. Findings - The authors' results suggest that integration is a
multidimensional concept that covers the different organisational levels
of the company: corporate through attitudes; strategic through
patterns; and operative through practices. These components have a
different structure and, although attitudes and patterns behave
similarly, practices do not, and so there is no single dimension of
integration that includes the three levels. With regard to scope,
internal and external integration are related but do not constitute one
single concept of integration. It therefore cannot be measured as a
single dimension in order to relate the integration of the firm with its
(corporate, logistic or marketing) performance. Research
limitations/implications - From a methodological point of view, data
were collected from a single sector, in a single moment in time and with
a single respondent in each company. Practical implications - Patterns
and attitudes have a complete, corporative and strategic content,
whereas practices are independent from each other and have a more
operational vision. Originality/value - Unlike studies that analyse
integration and its relationship with outcomes, this work focuses on the
concept of integration itself by analysing its three components. Thus,
it extends the study of internal and external integration and focuses on
the behaviour of the enterprise with two different members of the
supply chain (suppliers and customers), thereby extending the analysis
beyond the dyad.