Supply chain organizational infrastructure for promoting entrepreneurial emphasis and innovativeness: The role of trust and learning

Ojha, Divesh; Shockley, Jeff; Acharya, Chandan

doi:10.1016/j.ijpe.2016.06.011

“…Specifically, entrepreneurial behaviour influences strategic decisions and actions that enable firms to successfully translate resources into capabilities to suit the environment (Rosenbusch et al, 2013). Entrepreneurial action stimulates strategic objectives and facilitates the combination of processes, the development of organizational structures, and acquisition of technologies on which specific capabilities are built (Lichtenstein and Brush, 2001;Covin and Lumpkin, 2011;Rosenbusch et al, 2013;Tatikonda et al, 2013;Ojha et al, 2016). Accordingly, it can be argued that EO stimulates firm-strategic objectives (e.g., quality focus, dependability, flexible response, competitive price) and supports the development of means through which capabilities such as manufacturing capabilities are built to pursue those objectives.…”

Section: Manufacturing Capabilities Organizational Performance and Ementioning

confidence: 99%

Manufacturing capability and organizational performance: The role of entrepreneurial orientation

Chávez

¹

,

Yu

²

,

Jacobs

³

et al. 2017

International Journal of Production Economics

View full text Add to dashboard Cite

To date there have been mixed findings about the impact of various manufacturing capabilities on organizational performance. This study investigates entrepreneurial orientation (EO) from the perspective of the Contingency Theory as a potential explanatory variable. The findings are that EO moderates the relationship between capabilities in flexibility and cost and organizational performance. Further, without a sufficient level of EO, there are no benefits to organizational performance and as such EO is positioned as a strategic resource to cultivate and nurture. This study provides insight into the connection between operational capabilities and firm level strategy.Specifically, it appears that EO may be the mechanism whereby manufacturing capabilities are linked to market needs.

show abstract

“…Specifically, entrepreneurial behaviour influences strategic decisions and actions that enable firms to successfully translate resources into capabilities to suit the environment (Rosenbusch et al, 2013). Entrepreneurial action stimulates strategic objectives and facilitates the combination of processes, the development of organizational structures, and acquisition of technologies on which specific capabilities are built (Lichtenstein and Brush, 2001;Covin and Lumpkin, 2011;Rosenbusch et al, 2013;Tatikonda et al, 2013;Ojha et al, 2016). Accordingly, it can be argued that EO stimulates firm-strategic objectives (e.g., quality focus, dependability, flexible response, competitive price) and supports the development of means through which capabilities such as manufacturing capabilities are built to pursue those objectives.…”

Section: Manufacturing Capabilities Organizational Performance and Ementioning

confidence: 99%

Customer integration and operational performance: The mediating role of information quality

Chávez

¹

,

Yu

²

,

Giménez

³

et al. 2015

Decision Support Systems

View full text Add to dashboard Cite

To date there have been mixed findings about the impact of various manufacturing capabilities on organizational performance. This study investigates entrepreneurial orientation (EO) from the perspective of the Contingency Theory as a potential explanatory variable. The findings are that EO moderates the relationship between capabilities in flexibility and cost and organizational performance. Further, without a sufficient level of EO, there are no benefits to organizational performance and as such EO is positioned as a strategic resource to cultivate and nurture. This study provides insight into the connection between operational capabilities and firm level strategy.Specifically, it appears that EO may be the mechanism whereby manufacturing capabilities are linked to market needs.

show abstract

“…Trust is important when supply chain entities collaborate as it facilitates commitment and emergence of a common vision of participants [147]. Trust grows between supply chain entities when they successfully collaborate together [129,149].…”

Section: Culturementioning

confidence: 99%

Effective Life Cycle Management in SMEs: Use of a Sector-Based Approach to Overcome Barriers

Seidel-Sterzik

¹

,

McLaren

²

,

Garnevska

³

2018

View full text Add to dashboard Cite

Abstract:One approach to incorporate sustainability in organisations is the implementation of life cycle management (LCM). LCM involves sharing responsibility for addressing environmental impacts across the entire supply chain of products and services, extending from raw material extraction to end-of-life of the product. The New Zealand primary sector relies heavily on natural resources and provides about 70% of the country's export revenue. Most companies in primary industry sectors in New Zealand are small and medium-sized enterprises (SMEs). Successful sector-wide uptake of LCM can potentially facilitate effective measurement and management of environmental impacts caused by this sector. The aim of this research was to identify the barriers and enablers to successful LCM uptake by New Zealand primary sector SMEs within a sector-based context. An extensive review of the literature was undertaken in the areas of change management for SMEs and supply chain management. The main factors influencing successful LCM uptake include owner/manager influence, environmental culture, resource availability, future orientation, knowledge of environmental issues, market requirements, geographical separation of production and consumption, awareness of own environmental issues and communication/information sharing. This paper forms the basis for future research and development of tools for the effective implementation of sector based approaches to LCM in the primary industry. The results of this research include a capability maturity model and the development of a cloud based platform for collaboration and communication around LCM.Keywords: life cycle management (LCM); sector-based approach (SBA); sustainability; agriculture; small and medium sized enterprise (SME); supply chain management (SCM)

show abstract

Supply chain organizational infrastructure for promoting entrepreneurial emphasis and innovativeness: The role of trust and learning

Cited by 74 publications

References 124 publications

Manufacturing capability and organizational performance: The role of entrepreneurial orientation

Manufacturing capability and organizational performance: The role of entrepreneurial orientation

Customer integration and operational performance: The mediating role of information quality

Effective Life Cycle Management in SMEs: Use of a Sector-Based Approach to Overcome Barriers

Contact Info

Product

Resources

About