Are alliances a panacea for SMEs? The achievement of competitive priorities and firm performance

Hung, Shu Chi; Hung, Shiu Wan; Lin, Miaomiao

doi:10.1080/14783363.2014.927133

Cited by 37 publications

(38 citation statements)

References 49 publications

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“…After a relevant development by the academia for more than three decades (Skinner, 1996), there is now a commonly accepted definition of the manufacturing-strategy (Hung et al, 2014): "Manufacturing strategy is the effective use of manufacturing strengths as a competitive weapon for the achievement of business and corporate goals "…”

Section: Manufacturing Competitivenessmentioning

confidence: 99%

“…Nowadays, the business environment is rapidly changing because of enhancing global inter-connectivity, growing demand for innovation (Raymond et al, 2014;Lau et al, 2013) and technology (Rahman, 2001;Kleindl, 2000), new product development (Bruch et al, 2014;Schrettle et al, 2014;Sonia and Francisca, 2005). The need of the hour is for innovation (Raymond et al, 2014;Lau et al, 2013;Yam et al, 2011;Rahman, 2001), effective technologies (Liu, 2013), manufacturing flexibility (Hung et al, 2014, Vokurka et al, 2000, and reconfiguration of capabilities on the manufacturing sectors (Chengen, 2000). The future of globalization and manufacturing competitiveness is being driven by new markets for new products.…”

Section: Introductionmentioning

confidence: 99%

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Enablers for Competitiveness of Indian Manufacturing Sector: An ISM-Fuzzy MICMAC Analysis

Dewangan

Agrawal

Sharma

2015

Procedia - Social and Behavioral Sciences

101

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Now a days global competitive scenario plays a critical role in success of Indian manufacturing sector. The present study argues that innovation can play a very important role in providing this competitiveness of Indian manufacturing sector. The study identifies 11 enablers for promotion of innovation in the Indian manufacturing sector. Based on the rigorous literature review 11 major innovation enablers (IEs) are obtained. The Delphi technique is applied as a potentially valuable tool for the grouping these enablers. The study, analyse the impact of innovation enablers (IEs) to enhance the manufacturing competitiveness and categories into three phases firstly, identification of innovation enablers, secondly, qualitative analysis of enablers and final quantitative analysis of the innovation enablers. The research theme has been categories into three segments, i.e. identifying the enablers from the literature, conduct interviews with directors of different departments and analysis of the manufacturing industries. The study involves 100 manufacturing companies across India and the data is gathered using a 5-point Likert scale. Interpretive Structural Modeling (ISM) has been used to analyse the relationships among these enablers as well as fuzzy MICMAC (Matriced' Impacts Croise´s Multiplication Applique´e a UN Classement) analysis used to find out driving and the dependence power of enablers. To identify the driving and the dependence power of various IEs the final outcomes of ISM are used as input to the fuzzy MICMAC analysis. This analysis serves to identify which (IEs) is performing as the most leading one to raise the competitiveness of manufacturing industries. This study plays a vital role to enhance the competitiveness of manufacturing industries in India.

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Section: Manufacturing Competitivenessmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Enablers for Competitiveness of Indian Manufacturing Sector: An ISM-Fuzzy MICMAC Analysis

Dewangan

Agrawal

Sharma

2015

Procedia - Social and Behavioral Sciences

101

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“…Despite the variations in terminology, there is broad agreement among OM researchers on using at least four primary dimensions of OS which include the following competitive priorities: cost, quality, delivery and flexibility (Swamidass and Newell, 1987;Ferdows and De Meyer, 1990;Kim and Lee, 1993;Vickery et al, 1993;Ward et al, 1995;White, 1996;Boyer and Lewis, 2002;Größler and Grübner, 2006;Acquaah et al, 2011;Hung et al, 2015;Jabbour et al, 2012;Schoenherr et al, 2012;Hallgren et al, 2011, Cai andYang, 2014). However, given the imperatives of global competition, some authors have recently added new competitive capabilities (e.g.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

“…First, although there have been several studies linking OS to FP (e.g. Swamidass and Newell, 1987;Vickery et al, 1993;Amoako-Gyampah and Boye, 2001;Christiansen et al, 2003;Peng et al, 2011;Hung et al, 2015), there is a lack of understanding about the industry environment which serves as an important antecedent of FP. Drawing on a relatively large sample of manufacturing firms operating in a wide variety of industries, the present study aims to provide further evidence to relatively scant empirical research (Swamidass and Newell, 1987;Ward et al, 1995;Badri et al, 2000) by examining the effects of environmental dynamism (ED) on both OS and FP.…”

Section: Introductionmentioning

confidence: 99%

Linking operations strategy, environmental dynamism and firm performance

2015

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Purpose -The purpose of this paper is to examine empirically the causal links among operations strategy (OS), environmental dynamism (ED) and firm performance (FP) within the context of a key emerging economy, Turkey. Design/methodology/approach -Drawing on a structured questionnaire, data for the study was collected from a sample of 211 firms that are listed in the database of the Turkey's largest 1,000 manufacturing firms. The research framework was tested using partial least squares method, which is a variance-based structural equation modeling approach. Findings -The results indicate that ED is positively and significantly related to OS dimensions. ED is also found to have a strong and positive influence on FP. Some strong support has also been found regarding the effect of OS on FP.Research limitations/implications -The study's narrow focus on Turkish companies precludes the generalization of findings to other emerging countries as well as other sectors that may benefit from OS. Also, the collection of data from a single respondent in each firm might be a cause for possible response bias. Practical implications -This study provides managers with a useful tool for evaluating the efficiency of their OS relative to their competitors in dynamic business environments. Moreover, the findings of this study are envisaged to aid company managers in their endeavors to craft and execute successful strategies where appropriate environmental considerations and new operations capabilities should be incorporated to their broader strategic plans. Originality/value -The main contribution of this study stems from its examination of the causal links among OS, ED and FP within the context of a key emerging economy, Turkey.

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“…In the study carried out by Hung et al (2015), it is stated that cost efficiency, product quality, flexibility, and better delivery are four dimensions of competitive advantage. Moreover, alliances are a source to achieve strategic resources and network sources, resulting in the entrance of SMEs into competitiveness and ultimately they bring long-term benefit leading to the superior performance of these firms.…”

Section: Strategic Alliance and Competitive Advantagementioning

confidence: 99%

Identifying the Impact of Strategic Alliances on the Performance of SMEs (Case Study: The Industry of Automotive Parts Manufacturers in Iran)

Talebi¹,

Farsi²,

Miriasl³

2017

IBR

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This study has investigated the effects of strategic alliances on the performance of small and medium sized enterprises (SMEs) of the industry of automotive parts manufacturers. Questionnaires have been distributed among 400 senior managers of SMEs of the industry of auto parts manufacturers based on stratified random sampling. The data has been analyzed using structural equation modeling software and PLS2 software in two segments of measurement model and structural model. In the first segment, technical features of the questionnaire were tested in terms of reliability and validity. Moreover, in the second segment, t-test was used to test research hypotheses. The results show that there is a significant and positive relationship between the dimensions of strategic alliances, including new opportunities, entrepreneurial and innovative capabilities, social capital, and internationalization of business, and competitive advantage with the performance of SMEs.

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Are alliances a panacea for SMEs? The achievement of competitive priorities and firm performance

Cited by 37 publications

References 49 publications

Enablers for Competitiveness of Indian Manufacturing Sector: An ISM-Fuzzy MICMAC Analysis

Enablers for Competitiveness of Indian Manufacturing Sector: An ISM-Fuzzy MICMAC Analysis

Linking operations strategy, environmental dynamism and firm performance

Identifying the Impact of Strategic Alliances on the Performance of SMEs (Case Study: The Industry of Automotive Parts Manufacturers in Iran)

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