Supply chain management practices in small retailers

Hamister, James W.

doi:10.1108/09590551211230250

Cited by 60 publications

(54 citation statements)

References 72 publications

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“…Despite their importance to the economy, small retailers have received little attention from supply chain management scholars (Hamister, 2012). In particular, there is a need to create a more comprehensive framework that takes into account contextual factors and the structural characteristics of the environment.…”

Section: Discussionmentioning

confidence: 99%

Market orientation, entrepreneurial orientation and business performance among small retailers

Kajalo

Lindblom

2015

International Journal of Retail &Amp; Distribution Management

107

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Purpose – The purpose of this paper is to investigate the impact of market orientation (MO) and entrepreneurial orientation (EO) on business performance among small retailers. In particular, the goal is to understand and determine to what extent MO and EO influence firm performance directly, and to what extent MO and EO are connected to performance via marketing capabilities. Design/methodology/approach – The developed conceptual model is tested using structural equation modelling (SEM) using a sample of 202 small retailers. Findings – The result of the SEM model shows that both MO and EO act as a basis for improved business performance among small retailers. However, the performance impact of MO and EO is not that straightforward. Based on the research findings, it can be argued that both MO and EO require marketing capabilities to more fully unlock their value-creating potential among small retail firms. Originality/value – This study has provided new insights regarding the impact of MO and EO on business performance in the context of small retail firms. In particular, the study has contributed to the literature by demonstrating the routes through which MO and EO impact on performance.

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Section: Discussionmentioning

confidence: 99%

Market orientation, entrepreneurial orientation and business performance among small retailers

Kajalo

Lindblom

2015

International Journal of Retail &Amp; Distribution Management

107

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“…Gulati and Sytch [28] found that while joint dependency improves the performance of manufacturers in procurement relationships, this effect is partially moderated "by the level of joint action and the quality of information exchange between the partners" (p. 32). Especially in long-term relationships, the supply chain efficiency improves [56], and the performance of key suppliers increases [57].…”

Section: Supply Chain Management and Firm Financial Performancementioning

confidence: 99%

Financial Spillover Effects in Supply Chains: Do Customers and Suppliers Really Benefit?

Hofmann

Sertori

2020

Logistics

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Studies have shown that leading supply chain companies are associated with significantly higher company financial ratios than competitors. In contrast, little research has focused on the financial performance of the affiliated suppliers and customers of such supply chain leader (SCL) companies. Thus, the central purpose of this paper is to determine, from a financial perspective, whether suppliers and customers benefit or lose by participating in a SCL network (so called “financial spillover effects”). Companies that were ranked in the Gartner Supply Chain Top 25 were selected as SCLs. For each selected firm, the five largest suppliers and customers were identified and compared with a control sample from the same industry. In order to elaborate on existing insights into the (financial) outcome of supply chain relationships, we applied an explorative approach with abductive reasoning, while comparing the secondary data for 224 SCL supplier (56 firms) and 168 SCL customer (42 firms) firm-years with 1940 (485 firms) and 1544 (386 firms) control firm-years, respectively. The following insights are made: First, the superior financial performance of SCLs was confirmed. Second, the financial performance of suppliers and customers showed superior liquidity and activity ratios but inferior profitability ratios. Third, suppliers showed much more significant results than customers.

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“…Hamister (2012) states that improvements in operational performance are dependent on the level of implementation of the SC. It has also been shown that SCM practices improve performance at a range of levels (Li et al, 2006).…”

Section: H2: Human Resource Management Has a Direct Effect On Scm Outmentioning

confidence: 99%

Impact of human resources on supply chain management and performance

Gómez-Cedeño

Castán-Farrero

Guitart-Tarrés

et al. 2015

Industrial Management &Amp; Data Systems

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Purpose – The purpose of this paper is to demonstrate that human resource management (HRM) has an impact on supply chain management (SCM), which in turn has a significant impact on customer satisfaction (CS) and organisational performance (OP), playing a mediating role in the relationship between HRM and SCM outcomes (SCMO). Design/methodology/approach – The model is first validated and the hypotheses formulated are tested using the partial least squares structural equation model (SEM), based on five constructs: HRM, SCM implementation (SCMI), SCMO, customer satisfaction and organisational performance, taken from an existing model tested previously in a different geographical context. To do this, a survey was conducted and 231 valid responses were obtained. Findings – The empirical results reveal that HRM had significant direct and indirect impacts on SCMO, and SCMI, which in turn played a mediating role in the relationships between HRM and SCMO. CS also played a mediating role in the relationships between SCMO and OP. This finding suggests that the successful implementation of SCM not only directly improves SCMO, but it also indirectly increases CS and OP. Research limitations/implications – A firm’s human resource practices need to be aligned with its SCM to foster the involvement of the members of the supply chain (SC), promote the integration of the SC and, consequently, ensure better business outcomes. Originality/value – The study provides an original analysis not only in terms of the measurement of the relationship between HRM and SCM, but also with regard to its examination of the mediating effects, thus shedding light on the mechanisms by which these relationships are produced, and how this impacts CS and OP. This has allowed us to obtain more insightful results than those reported in the literature to date.

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Supply chain management practices in small retailers

Cited by 60 publications

References 72 publications

Market orientation, entrepreneurial orientation and business performance among small retailers

Market orientation, entrepreneurial orientation and business performance among small retailers

Financial Spillover Effects in Supply Chains: Do Customers and Suppliers Really Benefit?

Impact of human resources on supply chain management and performance

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