SCM and SME performance in Australia: the mediating role of HRM practices

Mamun, Mehadi

doi:10.1108/ijm-02-2022-0087

Cited by 3 publications

(2 citation statements)

References 36 publications

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“…In the longer run, such an investment has a positive impact on sustainable performance. It also yields tangible benefits for other organisation functions including supply chain channels, green innovation and expansion (Bag, 2023; Mamun, 2023).…”

Section: Discussionmentioning

confidence: 99%

Exporting is a team sport: the link between management training and performance in SMEs

Idris,

Saridakis,

Georgellis

et al. 2023

IJM

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PurposeThis paper examines how soft skills training for owner-managers affects the financial performance of exporting small and medium-sized enterprises (SMEs). Furthermore, the authors examine the differential influence of specific owner-manager skills, such as “team working skills”, “technical skills” and “leadership skills”, on performance.Design/methodology/approachThe paper utilises the Longitudinal Small Business Survey, which is a nationally representative employer dataset of UK SMEs with up to 249 employees, including those with no employees. The dataset contains information on firms' turnover, export status of goods or services and training provision for employees or owner-managers.FindingsThe results suggest that owner-manager's training has a positive effect on turnover in non-exporting firms. Moreover, a combination of soft and hard skills is associated with higher turnover in exporting firms. Amongst the specific skills of owner-managers, training on “team working” has the most significant impact on exporting SMEs' performance.Practical implicationsThe authors' findings imply that managerial training to develop soft skills such as leadership, decision-making and communication is a worthwhile investment. The knowledge that owner-managers acquire through soft and hard skills training enables them to develop essential internationalisation competencies. Moreover, the authors demonstrate that teamwork is a significant predictor of performance.Originality/valueThe authors contribute to the literature by examining the role of owner-managers' training in shaping internal systems, structure, processes and internationalisation strategies, thus affecting SMEs performance. The authors' also provide a nuanced analysis of how various types of soft and hard skills underpin the successful implementation of internationalisation initiatives.

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Section: Discussionmentioning

confidence: 99%

Exporting is a team sport: the link between management training and performance in SMEs

Idris,

Saridakis,

Georgellis

et al. 2023

IJM

View full text Add to dashboard Cite

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“…There are five dimensions of strategic human resource management, namely leadership, employee skills, organizational culture, competitive intensity, and human capital development. The questionnaire items for the leadership factor were adapted from [10,48]; items for employee skills were adapted from [15]; items for organizational culture were adapted from [10]; items for competitive intensity were adapted from [12,36]; and items for human capital development were adapted from [8,13]. Items for factors such as intelligence were adapted from [1]; items for supply chain agility were adapted from [49]; and items for the supply chain resilience factor were adapted from [36].…”

Section: Methodsmentioning

confidence: 99%

The Influence of Strategic Human Resource Management and Artificial Intelligence in Determining Supply Chain Agility and Supply Chain Resilience

Yamin,

Almuteri,

Bogari

et al. 2024

Sustainability

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The aim of this research was to investigate factors that influence logistics firms’ supply chain agility and supply chain resilience. Therefore, an integrated research model based on strategic human resource management and artificial intelligence was developed to determine the agility and resilience of logistics firms. Empirical data were collected from 221 employees working in manufacturing firms in Saudi Arabia. For the data analysis, a structural equation modeling approach was used. The results indicated that joint leadership, employee skills, organizational culture, competitive intensity, human capital development, and artificial intelligence had substantial explained variance R2 of 80% for supply chain agility. Similarly, an importance performance analysis revealed that, within the integrated research model of supply chain agility, the factors of leadership, human capital development, and organizational flexibility had greater importance in determining supply chain resilience. Practically, this research shows that factors like leadership, employee skills, organizational culture, competitive intensity, human capital development, and artificial intelligence are positively associated with supply chain agility and, hence, require policymakers’ attention. The value of this research lies in its integration of artificial intelligence, organizational flexibility, and strategic human resource management to explore supply chain agility and its examination of the impact of these factors on supply chain resilience.

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An Integrated Q-Rung Orthopair Fuzzy (Q-ROF) for the Selection of Supply-Chain Management

Erdebilli,

Sıcakyüz

2024

Sustainability

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The integration of sustainable indicators into supply-chain management (SCM), including cost, innovation capability, quality, service capability, long-term cooperation, environmental management system, pollution reduction, green image, social responsibility, and employment practices, has become essential for conducting strategic analyses of the entire supply-chain process competitive advantage. This study proposes a fuzzy integration multi-criteria decision-making (MCDM) method to solve SCM issues. To navigate this complexity, a multi-criterion decision-making (MCDM) framework is employed, integrating MCDM methods with fuzzy logic to effectively address subjective environmental criteria. This innovative approach not only enhances supply-chain management (SCM) but also emphasizes the necessity for ongoing innovation in tackling contemporary supply-chain challenges. It serves as a cornerstone for sustainable supplier selection practices and optimizing SCM processes. In this study, a hybrid fuzzy MCDM method is proposed for supplier selection. The method addresses supplier selection by utilizing evaluations from expert decision-makers based on predetermined criteria. This comprehensive approach ensures that all relevant factors are considered, promoting sustainable and efficient supply-chain management.

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SCM and SME performance in Australia: the mediating role of HRM practices

Cited by 3 publications

References 36 publications

Exporting is a team sport: the link between management training and performance in SMEs

Exporting is a team sport: the link between management training and performance in SMEs

The Influence of Strategic Human Resource Management and Artificial Intelligence in Determining Supply Chain Agility and Supply Chain Resilience

An Integrated Q-Rung Orthopair Fuzzy (Q-ROF) for the Selection of Supply-Chain Management

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