Monograph:

Embarking on a journey through the intricate realm of logistic outsourcing, the topic of logistic outsourcing performance has been an essential subject for discussion. This study explores the impact of supplier presence and top management beliefs on transaction attributes (3PL asset specificity, technology variation, and demand fluctuation) and logistic performance within Jamaican firms.
The researcher employed the quantitative approach to achieve the study’s objectives. Data was gathered through a survey questionnaire developed with Google Forms and distributed through WhatsApp and Telegram. The study's respondents are Logistic Managers/Specialists and Deputy Logistic Managers. The researcher employed the purposive sampling approach to reach the study population. Out of the 302 questionnaires sent to the population, 265 were completed and adopted for the study, reflecting a response rate of 88%. With a sample size of 265, the data underwent processing and analysis using the Statistical Package for Social Science (SPSS version 26) and Analysis of Moments (AMOS version 23). Descriptive Analysis, Exploratory Factor Analysis (EFA), Confirmatory Factor Analysis (CFA), Structural Equation Modeling (SEM), and hierarchical regression were employed to test the reliability and validity of the model and evaluate the research hypotheses.
The findings reveal significant insights into the dynamics shaping logistic outsourcing performance. Firstly, 3PL asset specificity and technology variation positively and significantly impact logistic outsourcing performance, while demand fluctuation has a negative and significant effect. Additionally, logistic supplier presence is a crucial moderating factor influencing the relationships between 3PL asset specificity, technology variations, demand fluctuations, and logistic outsourcing performance. Furthermore, the study underscores the role of top management beliefs in shaping these relationships. Top management beliefs moderate the association between 3PL asset specificity and logistic outsourcing performance and the nexus between technology variations and logistic outsourcing performance. However, it is observed that top management belief does not moderate the negative relationship between demand fluctuations and logistic outsourcing performance.
These findings contribute to a better understanding of the factors influencing logistic outsourcing performance, highlighting the importance of considering transaction attributes, supplier presence, and top management beliefs in strategic decision-making processes. Insights gleaned from this study provide valuable implications for logistics managers and practitioners seeking to optimize outsourcing strategies and enhance organizational performance in the dynamic business environment of Jamaica firms.

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