TY - JOUR
T1 - Components of supply chain practices
T2 - An empirical study and implications for new international ventures
AU - Madu, Christian N.
AU - Kuei, Chu Hua
AU - Chow, Wing S.
AU - Ndubisi, Nelson Oly
N1 - Copyright:
Copyright 2020 Elsevier B.V., All rights reserved.
PY - 2011/4
Y1 - 2011/4
N2 - This paper identifies the key components of operations management in the 21st century. These components are used to develop a conceptual model that consists of four constructs: operations practices, operations concerns, system capability, and organisational performance. Using data collected from Hong Kong, the paper shows that operations concerns are significantly correlated with operations practice, which influences operations system's efficiency and effectiveness. The data further showed that operations concerns are associated with system capabilities. Operations concerns have positive impacts on business performances. Operations practices and system capabilities are also positively correlated. The presence or absence of three major operations initiatives: Six Sigma, ERP, and supplier partnership are identified. The results show that firms with different strategic intents, unique set of action plans and foci, are more efficient and effective. The empirical results could be used to improve operations strategy. The outcomes of the study are also important for new international ventures or international entrepreneurship as they prepare to take on the global market.
AB - This paper identifies the key components of operations management in the 21st century. These components are used to develop a conceptual model that consists of four constructs: operations practices, operations concerns, system capability, and organisational performance. Using data collected from Hong Kong, the paper shows that operations concerns are significantly correlated with operations practice, which influences operations system's efficiency and effectiveness. The data further showed that operations concerns are associated with system capabilities. Operations concerns have positive impacts on business performances. Operations practices and system capabilities are also positively correlated. The presence or absence of three major operations initiatives: Six Sigma, ERP, and supplier partnership are identified. The results show that firms with different strategic intents, unique set of action plans and foci, are more efficient and effective. The empirical results could be used to improve operations strategy. The outcomes of the study are also important for new international ventures or international entrepreneurship as they prepare to take on the global market.
KW - Business performance
KW - Enterprise resource planning
KW - ERP
KW - International entrepreneurship
KW - International new venture
KW - Six Sigma
KW - Supplier partnership
KW - Supply chain management practices
UR - http://www.scopus.com/inward/record.url?scp=79955438237&partnerID=8YFLogxK
U2 - 10.1504/IJEIM.2011.039822
DO - 10.1504/IJEIM.2011.039822
M3 - Journal article
AN - SCOPUS:79955438237
SN - 1368-275X
VL - 13
SP - 263
EP - 281
JO - International Journal of Entrepreneurship and Innovation Management
JF - International Journal of Entrepreneurship and Innovation Management
IS - 3-4
ER -