A Structural Relationship Between Environmental Uncertainty, Dynamic Capability, and Business Performance in a Smart Supply Chain Environment

2021 ◽  
pp. 13-24
Author(s):  
Yongmuk Kim ◽  
Jongwoo Park
Keyword(s):  
Supply Chain ◽  
Business Performance ◽  
Environmental Uncertainty ◽  
Structural Relationship ◽  
Dynamic Capability

scholarly journals The Role of Multi-Actor Engagement

2020 ◽  
Vol 6 (4) ◽  
pp. 176
Author(s):  
Sumitro Sarkum ◽  
Abd. Rasyid Syamsuri ◽  
Supriadi Supriadi
Keyword(s):  
Supply Chain ◽  
Employee Engagement ◽  
Business Strategy ◽  
Business Performance ◽  
Dynamic Capability ◽  
Customer Engagement ◽  
Market Knowledge ◽  
Marketing Function ◽  
Summary Statement

This study aims to meet the theoretical needs in answering the problem of the role of the marketing function on the dynamic capability that involves the role of multi actors through engagement. In particular, the study discusses the capabilities of SMEs’ business strategy in the offline to online market. The population of this research are owners, managers, and owners and managers of SMEs in Indonesia. The results of this study indicate that the integration of the supply chain into engagement can address the problem of the role of the marketing function that connects marketing and operations. Supply chain engagement is also able to moderate employee engagement to dynamic marketing engagement but not significantly moderate customer engagement. Meanwhile, the basis of integration as a dynamic capability in market knowledge has a significant effect on the multi-actor engagement consisting of customer engagement, employee engagement, and supply chain engagement. Summary statement of contribution: Our research builds on the three elements of multi-actor engagement that are significant against dynamic marketing engagement. The main finding of this research is that the concept of novelty can answer the proposition with the result that dynamic marketing engagement can improve business performance.

Ambidextrous supply chain as a dynamic capability: building a resilient supply chain

2016 ◽  
Vol 54 (1) ◽  
pp. 2-23 ◽  
Author(s):  
Sang M Lee ◽  
Jin Sung Rha
Keyword(s):  
Supply Chain ◽  
Business Performance ◽  
Negative Impact ◽  
Business Environment ◽  
Dynamic Capability ◽  
Equation Modeling ◽  
Content Type ◽  
Building Process ◽  
Capability Building ◽  
Research Questions

Purpose – Developing ambidexterity as a dynamic capability is important for firms to sustain their competitive advantage. Moreover, this capability allows firms to build the resiliency to mitigate enterprise risks. The purpose of this paper is to apply two main theoretical frames from the strategy literature, dynamic capabilities, and organizational ambidexterity, to supply chain management (SCM) to examine mitigation strategies for supply chain (SC) disruptions. The authors empirically investigated how the firm’s SC ambidexterity is developed through a dynamic capability-building process and how this, in turn, can mitigate the negative impact of SC disruptions and improve business performance. Design/methodology/approach – This study conducted a field survey to answer the research questions as there exists no archival database with detailed information on ambidextrous SC strategies and dynamic capability. A total of 316 usable responses were received from managers working in the SC area. Confirmatory factor analysis and structural equation modeling were run on SPSS (version 16.0) and AMOS (version 18.0) to test the hypotheses to answer research questions. Findings – Overall, the results of the study confirmed that a dynamic SC capability-building process is an antecedent of SC ambidexterity, and that SC ambidexterity is important to firms as it mitigate the negative impact of SC disruptions and enhance business performance. To take advantage of an ambidextrous SC, through minimizing the negative impact of SC disruptions and maximizing firm performance, firms should continually search for creative ways to satisfy new market needs and adapt to the fast changing business environment. Originality/value – This study applied a dynamic capability-building process and ambidexterity to SCM. From the resilient SC perspective, the study found that the ability to effectively utilize existing resources and create novel strategies for problem solving plays a critical role in addressing SC disruptions.

An empirical analysis of the relationship between supply chain strategies, product characteristics, environmental uncertainty and performance

2020 ◽  
Vol 25 (3) ◽  
pp. 375-391 ◽  
Author(s):  
Ricardo Zimmermann ◽  
Luís Miguel D.F. Ferreira ◽  
Antonio Carrizo Moreira
Keyword(s):  
Cluster Analysis ◽  
Supply Chain ◽  
Empirical Analysis ◽  
Business Performance ◽  
Environmental Uncertainty ◽  
Product Characteristics ◽  
Content Type ◽  
Antecedents And Consequences ◽  
The Right ◽  
The Relationship

Purpose This paper aims to investigate supply chain (SC) strategies, analyzing the adoption of lean, agile, leagile and traditional SC strategies with respect to product characteristics, environmental uncertainty, business performance and innovation performance. Design/methodology/approach The paper presents an empirical analysis carried out on a sample of 329 companies. Cluster analysis was applied, based on lean and agile SC characteristics, to identify patterns among different SC strategies. One-way analysis of variance of different constructs by types of SC clusters was conducted to test the research hypotheses. Findings Cluster analysis indicates that the companies studied adopt four types of SC strategies – lean, agile, leagile and traditional. The differences between the clusters are identified and discussed, highlighting that companies adopting a leagile SC strategy present the highest performance, while those that adopt a traditional SC present the lowest; companies adopting an agile SC compete in the most complex and dynamic environments, while companies with a lean SC present a clear predominance of functional rather than innovative products. Research limitations/implications This paper provides empirical evidence of the antecedents and consequences of the adoption of different SC strategies. As a limitation, the results are based on a survey research with a limited sample size. Originality/value Based on the analysis of the relationship between constructs that have not been addressed previously, the paper adds to the knowledge regarding the role of SC strategies, as well as the antecedents and consequences of their adoption. The results may support managers in the difficult task of choosing the “right” SC strategy.

Environmental factors, supply chain capabilities and business performance in horticultural marketing channels

2002 ◽  
Vol 2 (1) ◽  
pp. 47-60 ◽  
Author(s):  
Margaret Matanda ◽  
Bill Schroder
Keyword(s):  
Supply Chain ◽  
Environmental Factors ◽  
Structural Equation Modelling ◽  
Structural Equation ◽  
Business Performance ◽  
Environmental Uncertainty ◽  
Marketing Channels ◽  
Equation Modelling ◽  
The Individual ◽  
The Relationship

This paper investigates the relationship between environmental uncertainty, supply chain capabilities and business performance in the context of the Zimbabwean horticultural industry. We hypothesised that the development of most supply chain capabilities would be negatively associated with environmental uncertainty and that supply chain capabilities would be positively related to the performance of the individual businesses in the supply chain. These hypotheses were tested using structural equation modelling. The hypotheses were generally supported for the relationships between environmental uncertainty and supply chain capabilities. However, most supply chain capabilities and environmental uncertainty were seen to be negatively related to business performance. We used established constructs for environmental uncertainty and business performance and developed new measures of supply chain capabilities. The main contributions of the paper are to simultaneously test the linkages between the three constructs and to develop new measures of supply chain capabilities.

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