Efficient decisions along the supply chain have traditionally demanded sophisticated information sharing processes. Even with decades of research on theoretical and practical developments on integrating systems and stakeholders, in practice, we still seem to struggle to achieve full transparency and mitigate inefficiency challenges. We explore the emerging sentiment analysis technique to augment sales and operations planning (S&OP) with currently unavailable exogenous information. Even though sentiment analysis has gained traction, a comprehensive application in supply chains has not yet been attempted. Relevant topics are reviewed to allow an examination of the key relationships in a process framework, grounded in dual-process and bullwhip effect theory. Our proposed conceptual framework extends our conception of sentiment analysis integration to improve supply chain decisions and performance. The framework addresses managers interested in developing additional analytical capabilities and researchers to initiate further empirical research on the potential held by sentiment analysis in supply chain research.

In today’s competitive business environment, family and non-family small and medium enterprises (SMEs) strive to survive despite many challenges. Market knowledge and marketing efforts are crucial for them to sustain and enhance business with limited resources. In this paper, we examined three constructs (i) market orientation, (ii) marketing capabilities and (iii) marketing practices impact on the SMEs’ service sector performance. The interaction effect of ownership type (family and non-family firms) was also observed in the model. Data was collected from 240 SMEs in three major metropolitan cities. This study found positive relationships of each construct (market orientation, (ii) marketing capabilities and (iii) marketing practices) on firm performance as hypothesised. The interaction effect of ownership type i.e. family and non-family, evident on marketing capabilities and SMEs’ performance. Non-family businesses are open for adopting new ideas and personnel into decision making. Family firms should be more adaptable to compete with non-family firms. The managerial and theoretical implications discussed in family and non-family firms’ perspective.

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