Learning orientation and innovation performance: the mediating role of operations strategy and supply chain integration

Abstract

CitationJeihoony, P., Jabarzadeh, Y., Kumar, V., Garza-Reyes, J.A. (2020) 'Learning orientation and innovation performance: the mediating role of operations strategy and supply chain integration'. Supply

Investigating SMEs Performance: Innovation, Leadership, or Investment Driven?

“…Past investigations linking innovation and firm performance found by David & Carolina (2014) show that there is an influence between innovation and firm implementation as measured by returns on resources, and the rate of return is determined by other types of finance. In addition, development in a high innovation base was found to be very important in performance measurement, Altman & Tushman (2017); Hilman & Kaliappen (2015); Kumar et al (2020) analyzed the contrast in the innovation orientation movement based in SMEs. The findings show that in high-tech industries, increased innovation intensity has a positive impact on development activities.…”

“…Variables of competitive advantage that must be had by each company to be able to compete within the world showcase primarily are dominance of innovation, human assets (laborers, supervisors) with quality and work ethic, inventiveness and tall inspiration (Chen & Yuan, 2007); a high level of efficiency and productivity in the production process (Fatimah & Martadistra, 2019;Hilman & Kaliappen, 2015); good quality and quality of goods produced, management systems and functional organizational structure (Wirawan et al, 2019); a high level of entrepreneurship, which is a businessman who is very innovative, creative and has a broad vision about his products and the environment around his business (economic, social, political, etc. ) and how to do it the right way (effective and efficient) in dealing with competition strictly in the global market (Hutahayan, 2020;Kumar et al, 2020;Varadarajan, 2018). Furthermore, from the point of view of the resource-based see methodology emphasizing the significance of assets and capabilities in creating the competitive advantage of the company.…”

“…This means that it can occur in companies that have very brilliant and innovative individuals and groups. In Altman study classified innovation into several types, including administrative innovation, technical innovation, product/service innovation, process innovation, radical innovation, incremental innovation (Altman & Tushman, 2017;Hilman & Kaliappen, 2015;Kumar et al, 2020).…”

Revisit the Relationships and Dimensions of Supply Chain Integration for Business Outcomes

“…This reason may also explain why scholars are concerned about the relationship between SCI and innovation, lead time, and customer satisfaction (Ayoub et al, 2017;Amoako et al, 2020;Novais et al, 2020). There is increasing evidence indicates that SCI positively impacts supply chain performance in financial and non-financial, which includes cost, time, responsiveness, operation quality, innovation (Flynn et al, 2009, Yuen andThai, 2017b;Kumar et al, 2020) and competitiveness (Frohlich and Westbrook, 2001). According to Zhu et al (2018), customer service performance and innovation performance could be increased when focal firm collaborates well with key SC partners.…”

“…The complexity of supply chain operation and structure significantly increases the supply chain risks, such as supply and production disruption (Cheng and Kam, 2008). In contrast, another approach considers SCI as evolving concept through two stages: internal integration and external integration (Shou et al, 2017;Delic et al, 2019;Kumar et al, 2020). Most of the scholars who supported this thought further conceptualize SCI into three dimensions: internal integration, supplier integration, and customer integration (Kumar et al, 2017;Porter, 2019).…”