Supply Chain Management measurement and its influence on Operational Performance

Miguel, Priscila Laczynski de Souza; Brito, Luiz Artur Ledur

doi:10.12660/joscmv4n2p56-70

Cited by 54 publications

(41 citation statements)

References 69 publications

(106 reference statements)

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“…The results further suggest that MWD is a considerable antecedent of internal SC integration which cannot just be ignored. In diverse workforce environment, without attaining MWD, it will be difficult for firm to get the trust, commitment, loyalty, and cooperation among of employees (Madera et al, 2013;Roberge & van Dick, 2010;Bedi et al, 2014) necessary for integrating their internal SC activities and or operations (Adams et al, 2014;Miguel and Brito, 2011). In terms of the link between MWD and business performance, we did not find statistically significant associations.…”

Section: Theoretical Contributionscontrasting

confidence: 62%

“…MWD could instil a sense of belongingness and loyalty among employees which could be relevant in fostering communication/information sharing, cooperation, group problem solving, and hard work (Bedi et al, 2014).As suggested by the social exchange theory, relationships are built based on norms of reciprocity and mutual benefits (Clercq, Dimov, & Thongpapanl, 2010;Cropanzano & Mitchell, 2005) which are relevant for developing relational and integrative capabilities necessary for enhancing business performance (Adams et al, 2014;Miguel & Brito, 2011). MWD is characterized by a feeling of acceptance and inclusion and a sense of being appreciated or valued.…”

Section: Hypothesesmentioning

confidence: 99%

“…The items were measured using a 7-point scale, ranging from 1 = "not at all" to 7 = "to a largest extent". A review of literature from Cadden et al (2013), Chopra and Meindl (2007), Huo (2012), and Miguel and Brito (2011), enabled us to come out with six items to measure SC responsiveness using a 7-point scale which ranged from 1 (much worse) to 7 (much better) in relation to key competitor(s). With a 7-point scale (1= "very dissatisfied" to 7= "very satisfied"), five items were adapted from Huo et al (2014) andKim (2009) to measure financial performance.…”

Section: Measures and Instrument Developmentmentioning

confidence: 99%

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The Implications of Managed-Workforce Diversity on Internal Supply Chain Integration and Business Performance

Rockson¹,

Annan²,

Muntaka³

2017

IJBM

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Today, workforce diversity management appears to attract strategic attention globally. Given this, a critical question that emerging research seeks to address is: is it even worth managing diverse workforce? Partly, this study addresses this question by examining the implications of managed-workforce diversity (MWD) on internal supply chain (SC) integration and business performance. Data was collected from one hundred and twenty six respondents using mainly questionnaires. The constructs employed to measure managed-workforce diversity, internal supply chain integration and business performance were together subjected to ANOVA, exploratory factor analysis (EFA) and then confirmatory factor analysis (CFA) and Structural Equation Model (SEM) in LISREL 8.5. Analysis of the data gathered indicated that MWD is most likely to be beneficial in enhancing internal SC integration and then SC responsiveness; with the former benefit acting as a conduit through which the latter benefit is experienced. The study therefore argues that effective workforce diversity management is one that creates and maintains MWD (which is a positive affective climate where employees do not feel intimidated, looked down upon, or discriminated against just because of background differences), all of which are necessary for driving internal SC integration, SC responsiveness, and financial outcomes. The managerial implications and the theoretical relevance of the study's findings are discussed in details.

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Section: Theoretical Contributionscontrasting

confidence: 62%

Section: Hypothesesmentioning

confidence: 99%

Section: Measures and Instrument Developmentmentioning

confidence: 99%

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The Implications of Managed-Workforce Diversity on Internal Supply Chain Integration and Business Performance

Rockson¹,

Annan²,

Muntaka³

2017

IJBM

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“…In particular, operational performance has been set up as an outcome variable because there is a strong correlation between supply chain management and the improvement of operational performance from the perspective of operations management. Previous literature has found an association between supply chain management and operational performance [18,19]. In addition, Kristal et al [11] claim that a positive relationship exists between supply chain management and operational performance.…”

mentioning

confidence: 98%

Causal Relationship between Supply Chain Dynamic Capabilities, Technological Innovation, and Operational Performance

Ju¹,

Park²,

Kim³

2016

Management and Production Engineering Review

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Accepted: 28 July 2016The aim of this study is to empirically examine the impact of supply chain dynamic capabilities on operational performance, and the mediating effect of technological innovation between dynamic capabilities and operational performance. This study is based on empirical data collected from a survey of 206 small-and medium-size firms in Korea. Structural equation modeling is used to test the research questions. The results show that supply chain dynamic capabilities positively influence technological innovation and operational performance of an enterprise. Additionally, structural equation analyses reveal that technological innovation plays a role as a partial mediator of the relationship between supply chain dynamic capabilities and operational performance. In a dynamic and ever-changing environment, the enforcement of dynamic capabilities in a sustainable supply chain is important for the innovation of technology and the improvement of operational performance. Further investigation is required to understand the differences by industries, characteristics of enterprises, and positions in a supply chain.Keywords supply chain management, dynamic capabilities, supply chain dynamic capabilities, technological innovation, operational performance. IntroductionDue to the acceleration of the global economy, the rapid progress of information technology, and the various expectations of customers, today's business environment is rapidly changing and competition among enterprises has intensified. In the past the technology transfer from one industry to another did not occur or was a slow process. Due to the rapid growth of technological innovation and globalization, a technology developed for one industry is quickly transferred to another. This creates a great ripple effect throughout the industry. This ever-changing business environment prevents enterprises from sustaining their competitive positions as well as from allowing for the time necessary to diagnose changes in the business environment, discover opportunities and risks, and to deal with them in a timely manner.Therefore, the dynamic capabilities theory has been implemented in business environments where dynamic capability is required in order for an organization to remain sustainable. Dynamic capability refers to the capability of an organization to integrate and reorganize its internal and external resources [1][2][3][4]. By implementing the dynamic capabilities theory, an organization is given the opportunity to create enterprise values such as management innovation, sus- Management and Production Engineering Reviewtainable competitive advantage, and operational performance through dynamic capability. The dynamic capabilities theory is based on the resource-based view [5, 6] and the core competency theory [7,8]. According to the resource-based view, organizational performance is created from the capability and differences in resources an organization holds, which are valuable, rare, imperfectly imitable, and nonsubstitutable [6]. The...

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“…The items for SI and CI were adapted from Flynn et al (2010), Miguel and Brito (2011), Danese andRomano (2011), andSeo et al (2014) while most those for II were adapted from Huo (2012). Unlike previous researchers who mostly limited the wordings of the items measuring II to (cross) functional integration, the construction of some of our items considered integration at all managerial levels.…”

Section: Instrument Development and Measuresmentioning

confidence: 99%

Investigating the Path from Supply Chain Integration to Business Performance: Evidence from a Sub-Saharan African Economy

Annan¹,

Boso²,

Essuman³

2016

IJBM

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Following the growing concerns on the inconsistent findings in previous research and drawing on the social exchange and networking theories, this study re-examined the impact of supply chain integration (SCI) on business performance (i.e. value creation and financial performance). The study argues that the impact of SCI on financial performance is through value creation and is depended upon longevity of product life cycle. Using primary data from 79 firms in Ghana, the study finds that value creation is a short-run consequence of SCI while financial performance is a long-run outcome of SCI. Additionally, results show that the financial performance outcome of SCI is experienced more from integrative efforts than from the value creation outcome. Results further indicate that firms whose products stay relatively shorter on the market are more likely to experience lower positive impact of SCI on value creation, and thus firms' ability to become proactive, monitor, and collect market information on product performance throughout its life cycle is key for coming out with strategies that will enable them maximize product's life span so as to experience greater benefits that come with pursuing integration with other channel members.

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Supply Chain Management measurement and its influence on Operational Performance

Cited by 54 publications

References 69 publications

The Implications of Managed-Workforce Diversity on Internal Supply Chain Integration and Business Performance

The Implications of Managed-Workforce Diversity on Internal Supply Chain Integration and Business Performance

Causal Relationship between Supply Chain Dynamic Capabilities, Technological Innovation, and Operational Performance

Investigating the Path from Supply Chain Integration to Business Performance: Evidence from a Sub-Saharan African Economy

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