Inter-organizational Systems (IOS) are network-enabled information systems that extend boundaries of an organization. There is a growing interest among researchers and practitioners to understand how the use of IOS enhances firm performance. In this study, we examine how IOS use impacts an organization's supply chain management (SCM) capabilities and supply chain performance. Drawing on the resource-based view theory, we examine two mechanisms that are essential for enhanced supply chain performance: (a) efficient IOS external utilization regarding its networked partners and (b) the maximization of IOS organizational management capabilities in supply chain management. Using data from 193 respondents from various manufacturers and distributors of fast-moving consumer goods, we confirm all the hypotheses posited in the research model. The results demonstrate the dual effect of IOS use in improving operational supply chain performance, SCM capabilities, and the mediating role of SCM capabilities. We discuss contributions of the study to research and practice.

PurposeWhile the concept of supply chain resilience has received lots of scholarly and policy interest over the past few years, empirical research examining its sources and outcomes remains inadequate, particularly, in the context of small and medium enterprises (SMEs). Grounded in the resource-based view and social capital frameworks, the study examines the relationship between social network relationship, supply chain resilience and customer oriented performance.Design/methodology/approachThe study develops and empirically tests a research model that proposes social network relationships and customer-oriented performance as the antecedent and outcome respectively of supply chain resilience. Data was obtained from a survey of 110 SMEs in Ghana.FindingsThe findings of the study suggest that a firm's external and internal social networks can be leveraged to enhance its supply chain resilience and customer-oriented performance. Supply chain resilience was also found to enhance customer-oriented performance. Additionally, supply chain resilience was found to significantly mediate the effect of social network relationships on customer-oriented performance.Originality/valueThis is the first study that empirically explores and establishes the relationship between social network relationships, supply chain resilience and customer-oriented performance to the best of the authors’ knowledge.

PurposeThe study examines how supply chain responsiveness (logistics process responsiveness, operations systems responsiveness and supplier network responsiveness) impacts the ability of firms to attract, satisfy and retain customers.Design/methodology/approachUsing a quantitative approach, a total of 250 questionnaires were distributed to firms in the Kumasi metropolis in the Ashanti Region of Ghana, with 100 useable responses retrieved. The effect of supply chain responsiveness on customer development was analysed using partial least squares structural equation modelling.FindingsThe findings showed that operations systems responsiveness and supplier network responsiveness drive the logistics systems responsiveness of firms as hypothesized. It was also revealed that operations systems responsiveness and logistics process responsiveness enhanced customer development, but supplier network responsiveness did not. Logistics process responsiveness additionally partially mediated the effect of operations systems responsiveness on customer development.Originality/valueTo the best of the researchers' knowledge, no previous studies have empirically examined interrelationships between the dimensions of supply chain responsiveness. Additionally, no previous study has examined the effect of supply chain responsiveness on customer development.

Abstract:This study is a conceptual replication of Karimi et al.'s (2007) study on the impact of ERP implementations on business process outcomes among US manufacturing firms in a Sub-Saharan African (SSA) nation. The results of the measurement model are valid and reliable, which are consistent and comparable with that of the original study, enhancing the external validity of the constructs proposed in the original model. However, only one of the four hypotheses tested in the structural model was confirmed in the current study although all four were supported in the original study. While the original model was tested on manufacturing firms in the US, the replicated study was carried out in several industries in Ghana, a SSA nation. Thus the differences in the structural model results do not invalidate the original model but suggest the need for capturing contextual or environmental variables such as culture, industry, ethical behavior, and data culture in order to enhance the external validity and theoretical contribution of the original model in the SSA context.

Purpose The number of entrepreneurial start-ups operating in developing countries has grown tremendously in recent years. However, research suggests that most start-ups in developing countries fail shortly after becoming operational. The purpose of this paper explores how supply chain management (SCM) practices may enhance the performance of start-ups in developing countries. Design/methodology/approach The study develops and empirically tests a research model which explores the effect of SCM practices on customer development and start-up performance. A survey of 300 start-ups operating in Ghana was conducted, with 72 usable responses obtained. The research model was analyzed using partial least squares structural equation modeling. Findings The results confirmed the positive impact of SCM practices on customer development and start-up performance. Customer development was also found to positively impact start-up performance. Additionally, a partial mediation role of customer development on relationship between SCM practices and start-up performance was observed. Originality/value To the best of the researchers’ knowledge, this is the first study that empirically explores the effects of SCM practices on the performance of start-ups. This is also the first study that examines the effect of SCM practices on customer development to the best of the researchers’ knowledge.