Outline
- Abstract
- Keywords
- 1. Introduction
- 2. Theoretical Background
- 3. Hypotheses Development
- 3.1 Recognising Entrepreneurial Scm Competence
- 3.2 Conceptualising Entrepreneurial Scm Competence
- 3.3 Entrepreneurial Scm Competence and Scm Strategies
- 3.4 Scm Strategies and Firm Performance
- 3.5 Entrepreneurial Scm Competence and Firm Performance
- 4. Methodology
- 4.1 Questionnaire and Data Collection
- 4.2 Measures
- 4.3 Statistical Analysis and Results
- 5. Discussions and Managerial Implications
- 6. Conclusion
- 7. Limitations and Future Research
- Acknowledgements
- References
رئوس مطالب
- چکیده
- کلید واژه ها
- 1. مقدمه
- 2. پیشینه نظری
- 3. ارائه فرضیه
- 3.1. تشخیص شایستگی SCM کارآفرین
- 2. 3. توصیف شایستگی SCM کارآفرین
- 3.3. شایستگی های SCM کارآفرینانه و استراتژی های SCM
- 3.4. استراتژی های SCM و عملکرد شرکت
- 3.5. شایستگی SCM کارآفرینانه و عملکرد شرکت
- 4. روش
- 4.1. پرسشنامه و جمع آوری داده ها
- 4.2. اندازه گیری ها
- 4.3. تجزیه و تحلیل آماری و نتایج
- 5. مباحث و مفاهیم مدیریتی
- 6. نتیجه گیری
- 7. محدودیت ها و تحقیقات آینده
Abstract
This study reviewed the literature and interviewed managers to discover the dimensions of a new construct called the entrepreneurial supply chain management competence of small and medium-sized enterprises. We measured entrepreneurial SCM competence in terms of five first-order constructs: innovation orientation, proactiveness orientation, risk-taking characteristics, relational capital, and coordination capability. We further proposed that this competence affects SMEs’ performance directly and indirectly via the firm’s SCM strategies. A set of survey data collected from automotive OEM suppliers in five ASEAN countries was used to test the research model. Results show that the five constructs are important dimensions of entrepreneurial SCM competence, and that they affect performance indirectly. Our findings provide valuable insights about the enablers of an SME’s SCM practices and their effects on firm performance.
Keywords: competence - entrepreneurship - Performance - supply chain managementConclusions
Our findings suggest that organisational capabilities of manufacturing SMEs support superior performance. Specifically, our results provide empirical evidence that manufacturing SMEs that possess a high level of entrepreneurial SCM competence perform better in their supply chains. Entrepreneurial SCM competence leads to superior SME performance through SCM strategies; that is, entrepreneurial SCM competence precedes SCM strategies, and SCM strategies affect manufacturing SMEs’ performance.
The results stress the importance of entrepreneurial SCM competence, which precedes SCM strategies in explaining performance, and indicate that SCM strategies should be viewed as a means to achieve superior performance. Our findings support the notion that SCM strategies bridge the gap between entrepreneurial SCM competence and superior firm performance. The significant relationships from entrepreneurial SCM competence to SCM strategies, and then from SCM strategies to performance show that entrepreneurial SCM competence has indirect effects on firm performance. However, entrepreneurial SCM competence does not affect performance directly. This finding is significant in that it may provide an answer to the missing link between SMEs’ capabilities and performance. SMEs must implement appropriate SCM strategies to fully benefit from exceptional entrepreneurial SCM competence because such competence does not affect performance directly. The results also suggest that manufacturing SMEs can enhance their performance by establishing and skilfully managing their entrepreneurial SCM competence. These results in turn offer worthy theoretical and managerial implications.