Does location matter in determining firms’ performance? A comparative analysis of domestic and multinational companies

Shah, Said; Anwar, Jamil; Hasnu, Saf

doi:10.1108/jabs-04-2016-0056

Cited by 14 publications

(10 citation statements)

References 54 publications

(69 reference statements)

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“…Consequently, the firm enjoys greater benefits relative to competitors in the industry. These findings are consistent with those of Shah et al (2016) who concluded that large firms had better financial performance. They also agree with findings by Kasman (2012) study which concluded that large banks in Turkey enjoyed cost advantages over the smaller banks hence performed better.…”

Section: Test Of Hypothesissupporting

confidence: 92%

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Nexus between Cost Leadership Strategy and Performance: Fact or Fallacy in Milk Processing Firms in Kenya

Kimiti¹,

Muathe²,

Murigi³

2020

IBR

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Milk processing firms as a constituent of the food processing sector play a crucial function both economically and nutritionally. However, performance in the industry continues to be impended by high costs leading to low profitability margins, decline in output and collapse of some firms while others show stunted growth. It is hypothesized that this situation can be remedied by pursuing cost leadership strategy through economies of scale, economies of scope and operational efficiency. Extant literature however is scanty on how this strategy is employed by milk processing firms in Kenya with studies done failing to focus on how the firms manage costs as a driver for better performance. This has made it difficult to determine whether the hypothesized effect is a fact or fallacy. This study thus was an investigation of the effect of cost leadership strategy on performance of milk processing firms in Kenya. It was anchored on the balanced scorecard model complemented by the resource based view and capability based view theories. The study empirically examined the relationship using data from milk processing firms in Kenya obtained from a sample of 168 key respondents. The findings showed that cost leadership strategy had a positive and significant effect on performance of milk processing firms in Kenya. The study recommends that milk processors improve their performance by cutting costs through measures to increase their scale of operations, expand into related business areas and improve operational processes. The government and other the regulatory bodies should implement corresponding supportive policies and reforms.

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Section: Test Of Hypothesissupporting

confidence: 92%

“…The study relied on historical data. Shah, Tahir, Anwar and Ahmad (2016) in their study argued that the size of a firm positively affected performance. The study surveyed 153 listed firms for the period 2004-2013.…”

Section: Empirical Reviewmentioning

confidence: 98%

Nexus between Cost Leadership Strategy and Performance: Fact or Fallacy in Milk Processing Firms in Kenya

Kimiti¹,

Muathe²,

Murigi³

2020

IBR

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“…Tian (2011) analyzed in detail the impact of VC stage financing on a firm going public, and argued that when the VC is located far away (in terms of physical distance) from the entrepreneurial firm, stage financing appeared to positively affect the firm's likelihood to go for an IPO, operating performance of the firm and its post IPO survival rate. This relationship is observed to be negative when the firm is closer to the investor (Shah, Anwar, & Hasnu, 2018) Secondly, a firm's choice of exit route between IPOs and acquisition depends on whether the entrepreneur makes the exit choice or if it is a joint choice made in consultation with the VC firm. The presence of a VC investor leads to more likelihood of an exit via IPO (Bayar & Chemmanur, 2011).…”

Section: Hypotheses Developmentmentioning

confidence: 98%

Untitled

2020

Asian Economic and Financial Review

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This study investigated the patterns adopted by VCs in their choice of exit routes The relationship between industry, transaction, and fund level variables with type of exit route chosen was also analyzed. Exit patterns were coded based on industry, type of exit and nature of fund. The relationship between industry, transaction, fund level variables and the type of exit route chosen was analyzed based on 221 transactions that occurred in India during the period from 2004 to 2017. High levels of similarity in the exit patterns of the service and manufacturing industries were observed. The myth that IPO from a service industry generates higher value does not seem to hold true. The choice of exit route depends on the type of exit viz. partial/complete exit. The probability of market exit increased by almost 2.8 times when the exit was partial. The fact that there is similarity in exit patterns of both foreign origin and Indian funds is beneficial for entrepreneurs paving way for strategy changes. Secondly the nondifferential impact of industry on exit route choice provides further options for both the entrepreneurs and investors. Contribution/ Originality: This study contributes to the existing scant literature on VC exits that specifically focuses on exits by early stage investors. This study provides the first evidence for the Indian VC market that the choice of exit route depends on the type of exit viz. partial/complete exit.

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“…Shah et al (2018) investigated the variation in the financial performance of domestic firms relative to the multinational firms and revealed that the effective utilization of organization’s inventory resources has turned out to be a key factor to differentiate the performance levels in both types of firms.…”

Section: Six Sigma Critical Success Factors: a Literature Reviewmentioning

confidence: 99%

CSFs for Six Sigma implementation: a systematic literature review

Singh¹,

Singh

2020

JABS

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Purpose The success or failure of any Six Sigma program/project depends on some critical factors. The purpose of this paper is to identify and explore critical success factors (CSFs) of Six Sigma from an extensive literature review of research articles published in the context of Six Sigma and propose a categorized list of vital CSFs. Design/methodology/approach The methodology used is the systematic analysis of 64 different research publications and case studies from 34 different journals that are relevant in the context of Six Sigma by filtering, using keywords like Six Sigma and CSFs. This analysis leads to the exploration of a number of CSFs followed by their prioritization by using a Pareto analysis quality tool. These CSFs are then sorted into a proposed list of “vital few” and “useful many” CSFs groups in accordance to their frequency of occurrence. Findings The literature revealed 13 vital CSFs: management involvement and commitment, training, cultural change, communication, customer focus and requirements, organizational infrastructure and resources, project management skills, project prioritization and selection, understanding the Six Sigma methodology, tools and techniques, linking Six Sigma to business strategy, linking Six Sigma to customers, customer focus and requirements, quality data and reporting and linking Six Sigma to suppliers. The consideration of these CSFs will increase the success rates of a Six Sigma program/project in an organization. Research limitations/implications The CSFs extracted spotlight only small and medium enterprises (SMEs) and do not consider large industries. This paper is confined to those articles that argued that the Six Sigma is beneficial to SMEs and does not consider the failure experience of the industries. Originality/value This paper identifies the CSFs for implementing Six Sigma that are comprehensive and potential to address the quality-related issues of industries. This paper also provides an extract of the relevant publishing to both the academicians and practitioners in the field of Six Sigma for implementing Six Sigma framework in an organization. This study is apparently the first of its kind on CSF assessment and categorization.

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Does location matter in determining firms’ performance? A comparative analysis of domestic and multinational companies

Cited by 14 publications

References 54 publications

Nexus between Cost Leadership Strategy and Performance: Fact or Fallacy in Milk Processing Firms in Kenya

Nexus between Cost Leadership Strategy and Performance: Fact or Fallacy in Milk Processing Firms in Kenya

Untitled

CSFs for Six Sigma implementation: a systematic literature review

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