Can Malaysian firms improve organizational/innovation performance via SCM?

Abstract

PurposeThe purpose of this paper is to empirically test a framework which identifies the relationships between supply chain management (SCM) practices, operational performance and innovation performance of Malaysian manufacturing and service firms.Design/methodology/approachData for the study were collected from a sample of 163 Malaysian manufacturing and service firms. The research model was tested using structural equation modeling.FindingsThe results show that SCM practices in both the upstream and downstream supply chain have a direct and significant impact on organizational and innovation performance of Malaysian firms. Innovation improvement caused by SCM also results in better organizational performance. The findings also reveal that manufacturing and service firms in Malaysia do not have a significant difference in their SCM practices.Research limitations/implicationsThe time sequence of the association between the variables could not be concluded given that cross‐sectional data were used. This study also focuse only on Malaysian firms.Practical implicationsThis paper shows the importance of SCM practices and how they directly influence organizational and innovation performance. This result will be encouraging to firms in other developing countries. This paper has developed and validated a multi‐dimensional construct of SCM practices, and this tool can assist decision makers of Malaysian firms to evaluate the efficiency of their current SCM practices.Originality/valueThe paper presents one of the few studies which empirically validates the relationships between SCM practices and organizational and innovation performances. The study also focuses on a developing country which is in transition from being manufacturing focused to service focused.

The Impact of Performance Management on Mission Statement and Operational Goal Setting

“…Results indicate that PM positively relates to Mission Statement and HR strategies. As stated in the relevant studies (Chong et al, 2011;Jamil et al, 2010;Kull & Wacker, 2010;Moynihan & Lavertu, 2012;Mwita, 2000), PM has directly positive impact on mission statement and human resource strategies. However, some other researchers imply that mission statement itself might relate to HR strategies (Bernardin & Wiatrowski, 2013;Schunk & Zimmerman, 2012).…”

“…What is perceived from this definition and the similar definitions is the fact that productivity, the increase of efficiency and effectiveness are of the important issues which are the center of management activities (Chong, Chan, Ooi, & Sim, 2011;Kull & Wacker, 2010;Mwita, 2000). Human resource is one of the most important resources in organization.…”

Comparative analysis of Not-Invented-Here and NotShared-Here syndromes, innovation capabilities and innovative performance in service and trade firms

“…En este mismo sentido se anota que, en los datos recolectados, se evidencia una estrecha relación y vínculo entre las CI sobre el DI, lo que corrobora los postulados de Sok y O' Cass, (2011) y Chong et al (2011, toda vez que dinamizan y mejoran el impacto de la organización. Coherente con esto es que las CI en las empresas de servicios dan cuentan de mayor relevancia al entregarle a los clientes productos o servicios que ofrecen beneficios únicos y superiores a los de la competencia, la generación de ideas y soluciones innovadoras a sus clientes, la búsqueda de nuevas formas de atacar los problemas que se presenten y la implementación de nuevos sistemas integrados y de tecnología.…”

Integration of Six Sigma and ISM to improve Supply Chain Coordination – A conceptual framework

“…management commitment, supplier selection, information processing, information technology, order fulfillment, EDI, VMI etc. which help in coordination among various supply chain entities and improve supply chain performance as shown in (Chong et al, 2011). Prioritization, (iii) Modeling.…”