中文摘要：

供应商网络整合是供应商整合相关研究的最新拓展。本研究尝试从集体意识视角，探明中国文化背景下战略供应商管理如何影响供应商网络整合。研究结果表明：（1）供应商选择、供应基合理化、战略伙伴关系建立、供应商参与新产品开发和持续供应商开发会促进供应商网络整合的形成，而供应商参与制造过程则不会；（2）集体意识的三个维度（归属感知、互惠影响、参与热情）均会正向影响供应商网络整合的形成；（3）归属感知、互惠影响和参与热情在战略供应商管理和供应商网络整合的关系中起到不同程度的“桥梁”作用。

英文摘要：

Owing to the fact that competition occurs between rival supply networks instead of supply chains, it is difficult to compete profitably without establishing a highly integrated supplier network. As the advanced form of supplier integration, supplier network integration incorporates manufacture and suppliers into a cohesive supply network to interact and collaborate. Supplier network integration maximizes knowledge sharing and minimizes opportunism behavior via multilateral links among network members and abun- dant information channels. Therefore, the realization of supplier network integration attracts the attentions from both academicians and professionals. Although there are outstanding research explic- itly differentiated between dyadic and network perspectives on supplier integration as well as dissected further how the supplier network integration contribute to manufactures, the specific mecha- nisms that realize the supplier network integration are still not clear. Supplier network integration do not realize automatically. Leading manufactures tend to integrate tightly with their supplier network members to achieve synergies and benefits through management activities, such as supply base configuration, strategic supplier part- nership, supplier involvement and continuous supplier development. This study is conducted to explore how supplier network integration is enabled by strategic supplier management, as well as the inner mechanism which are mediated by sense of group. 485 sample data acquired from the questionnaires are tested for credibility and liability; the relationships proposed in the framework were tested using structural equation modeling by SPSS and AMOS. The re- sults show that （1） all dimensions of strategic supplier management have positive effect on supplier network integration, except supplier involving in manufac＇Lu~ing; （2） sense of group plays an active role in the realization of supplier network integration; （3） perceived membership, mutual influence and immersion plays d