Mediating role of manufacturing strategy in the competitive strategy and firm performance: evidence from SMEs

Kharub, Manjeet; Mor, Rahul S.; Rana, Sudhir

doi:10.1108/bij-05-2021-0257

Cited by 29 publications

(15 citation statements)

References 84 publications

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“…In general, SMEs have more straightforward and less comprehensive systems and procedures than larger companies, enabling higher flexibility and more rapid response to market needs (Bag et al. , 2018; Kharub et al. , 2022).…”

Section: Literature Reviewmentioning

confidence: 99%

Innovation strategies and organisational performance: the moderating role of company size among small- and medium-sized companies

Cheah

Leong

Fernando

2022

BIJ

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PurposeNot all innovative ideas or approaches commonly implemented by larger companies apply to smaller firms in all regions. Innovation that does not imply company achievements might exhaust their limited resources and cause the market to be uncompetitive. This paper aims to answer two research questions: (1) Do innovation strategies, such as process, marketing and social innovation, affect the performance of small- and medium-sized enterprises (SMEs)? (2) Does company size moderate the relationship between social and marketing innovations with SMEs' performance?Design/methodology/approachThis paper proposed three innovation strategies (i.e. social, marketing and process innovations) influencing Malaysian SMEs' performance. There were 123 valid respondents from SMEs, and the data were analysed using a structural equation modelling partial least square (SEM-PLS) technique.FindingsThe research findings advocate that process innovation directly impacts SMEs' performance, not marketing innovation. Interestingly, the influence of social innovation on organisation performance is only significant when the company size becomes more prominent. Companies can provide consistent and continuous social enhancement that arouses public trust and reputation with more resources and capabilities. Also, smaller companies might concentrate their scarce resources on process innovation with instant beneficial potential instead of a sophisticated marketing strategy.Originality/valueThere is limited empirical research examining how different innovation strategies, especially social innovation, affect SMEs' performance in developing countries. Furthermore, the second-generation analysis (PLS-SEM) technique provides more systematic and comprehensive results.

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Section: Literature Reviewmentioning

confidence: 99%

Innovation strategies and organisational performance: the moderating role of company size among small- and medium-sized companies

Cheah

Leong

Fernando

2022

BIJ

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“…The performance can be improved by taking corrective initiatives at the sectoral level and unit level in particular (Propa et al , 2018). Kharub et al (2022) observed that cost-leadership can be a suitable strategy and it can improve the performance of the units if the delivery and quality are focused. Information technology is found to be an important growth estimator in fast-moving firms (Panda, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Measuring operational efficiency of the textile industry using DEA technique: a study of the northern state of India

Darji

Dahiya

2023

MBE

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Purpose Considering the role of the textile industry in the generation of employment and export in the Indian economy, it is important to comprehend the efficiency level in the operations of the textile units located in different states in India. In this light, the purpose of this paper is to examine the operational efficiency of textile manufacturing units in Haryana, a northern state of India. Design/methodology/approach The study applies data envelopment analysis (DEA) approach consisting of input-oriented CCR and BCC techniques along with the return to scale technique for the analysis of five years of data from 2015–2016 to 2019–2020. Findings The results reveal that Haryana’s textile units have significantly underperformed operationally, with an average technical efficiency score of just 0.25 for five years, from 2015–2016 to 2019–2020. The yearly ratings of the overall technical efficiency of the selected textile companies include 0.20, 0.18, 0.18, 0.40 and 0.28; PTE scores are 0.43, 0.43, 0.55, 0.60, 0.62 and scale efficiency scores 0.54, 0.44, 0.29, 0.71, 0.38, respectively, from 2015–2016 to 2019–2020. On the other hand, average of 5.8 units are functioning at the constant return to scale, 10.2 units are at increasing return to scale and average of 45 units are functioning at decreasing return to scale (DRS). It is found that most of the companies are functioning at a DRS; to boost efficiency, these companies must reduce their input size since they are running at a DRS. Practical implications The results of the current paper provide key insight into the inefficiency level of the textile manufacturing industry in the context of northern India. Industry professionals can take corrective measures based on these findings. Moreover, for investors and portfolio managers, knowing which companies are efficient and which are not will help them make better decisions. The study helps policymakers to frame appropriate policy guidelines to make the textile units in the state more efficient and competitive. Originality/value To the best of the authors’ knowledge, no study has been done so far on the operational performance of the textile industry in Haryana based on the DEA technique. So, it will contribute to the extant literature on the performance of the textile industry.

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“…Considerable investment and efforts are called for to remove challenges stopping imitation by rivals will guarantee the sustainability of the competitive advantage (Kharub, Mor & Rana, 2022).…”

Section: Background Of the Studymentioning

confidence: 99%

Influence of Strategic Customer Management on Competitive Advantage of Mari Petroleum Company Ltd in Pakistan

2022

JSM

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Competitive advantage is an aspect or mix of elements that make a firm more successful than other firms in a competitive environment. The goals of the competitive advantage are to develop a framework that makes others firms in the industry hard to imitate. The study sought to examine the influence of strategic customer management on the competitive advantage of Mari petroleum company ltd in Pakistan. The study was literature based. The findings of the study were based on the findings from the preceding studies. Based on the reviewed literature, it was found that strategic customer management has a positive effect on competitive advantage. Strategic customer management has become a crucial capability that businesses need to develop. A strategic customer represents the target audience for a product and possesses an outstanding reputation. The study noted that for sustained success, it is important for companies to align their customer strategy with the company's aims and objectives. The profitability of a firm depends on its ability to identify, grow and retain profitable customers. This can be achieved through combining a deep understanding of customer needs, behaviors and values, with the ability to engage specific customers optimally at various touch points. In addition, strategic customer management enables the company to optimize customer satisfaction and develop a relationship of trust with its customers. The study concluded that strategic customer management has a positive effect on the competitive advantage of Mari petroleum company ltd in Pakistan. The study recommended that companies need to emphasize more on ensuring they optimize strategic customer management. Besides, firms need to combine a deep understanding of customer needs, behaviors and values to increase customer relationships.

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Mediating role of manufacturing strategy in the competitive strategy and firm performance: evidence from SMEs

Cited by 29 publications

References 84 publications

Innovation strategies and organisational performance: the moderating role of company size among small- and medium-sized companies

Innovation strategies and organisational performance: the moderating role of company size among small- and medium-sized companies

Measuring operational efficiency of the textile industry using DEA technique: a study of the northern state of India

Influence of Strategic Customer Management on Competitive Advantage of Mari Petroleum Company Ltd in Pakistan

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