The rebranding of Srichand: Transforming a 70‐year‐old small and medium enterprise into a disruptive global player

Santipiriyapon, Sawitree; Leelapanyalert, Kannika; Kohlbacher, Florian

doi:10.1002/joe.22002

Cited by 4 publications

(4 citation statements)

References 23 publications

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“…The consequences of globalization and intense rivalry have forced companies to concentrate their efforts on integrating the entire supply chain (end‐to‐end) rather than on the efficiency and effectiveness of distinct business operations in their locations. Companies in both developed and developing countries are attempting to incorporate more into their manufacturing practices, such as procurement, production, and distribution processes (Georgise et al., 2014; Santipiriyapon et al., 2020).…”

Section: Resultsmentioning

confidence: 99%

Global supply chain competitiveness: The synergistic role of integrated logistics and global sourcing

Negi

2024

Glob Bus Org Exc

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This study examines the strategic role of integrated logistics and global sourcing in a firm's supply chain performance, aiming to explain their role in gaining a competitive edge. Employing an extensive literature review, the research initially investigates their broader impact on global supply chains and subsequently focuses on integrated logistics and global sourcing domains. The findings highlight the increasing importance of supply chain integration in contemporary business strategy. The study establishes that integrating logistics and global sourcing is pivotal for achieving performance improvements crucial for success in today's competitive landscape. It demonstrates that this integration yields various organizational benefits, including cost reduction, improved technology access, enhanced sourcing consistency, strengthened supplier relationships, and improved information sharing. Consequently, this paper addresses a significant gap in the global supply chain literature by synthesizing the concepts of integrated logistics and global sourcing, providing a comprehensive understanding of how they collectively enhance supply chain performance in a fiercely competitive market. As such, it offers a valuable resource for practitioners and academics seeking insight into the pivotal role of integrated logistics and global sourcing in a firm's overall performance.

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Section: Resultsmentioning

confidence: 99%

Global supply chain competitiveness: The synergistic role of integrated logistics and global sourcing

Negi

2024

Glob Bus Org Exc

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“…The discovery of new opportunities will stimulate creative ideas for developing new products. However, sensing capability in every organization differs; therefore, organizational leaders must encourage their members to be more observant and active in listening and asking questions (Santipiriyapon et al, 2020). Learning capability, another aspect of DC, is implemented by processing information into new knowledge to build products and services.…”

Section: Discussionmentioning

confidence: 99%

An Empirical Study of Dynamic Capability: Leveraging The Roles of Virtual Leadership and Relational Capital

Khoerunisa,

Hermawan,

Rustono

2024

IJEBCE

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The problems that arise are the lack of co-creation product development, low technology utilization, and organizational difficulties in adapting to market changes. From these problems, this study offers the role of dynamic capability (DC) to be adaptive during market changes by optimizing organizational resources in creating creativity. DC requires the role of virtual leadership (VL) and relational capital (RC) to encourage creative performance (CP). The evidence gap is another problem in the form of contradiction in the research results on the influence of VL on CP, which are still inconclusive. This research empirically tests the role of DC with VL and RC as antecedent variables that can be used as strategies for achieving CP. The sampling technique used was purposive sampling to obtain 180 respondents who are creative industry leaders in Central Java. This study uses the perspective of dynamic capability theory (DCT). The analysis tool is structural equation modeling (SEM), which is processed using AMOS software. The results of this study empirically prove that the role of DC can be fully mediated. This study provides practical contributions for managers to encourage organizational members to improve sensing, learning, integration, and reconfiguration capabilities in using virtual technologies and networked organizations.

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“…Warner & Wäger (2019) highlighted DBMI as a source to achieve business competitiveness through lens of the dynamic capabilities. To become a global player, organizations need to reconfigure their business processes, distribution channels and value propositions, determine brand gaps, and quickly respond to volatile demands (Santipiriyapon et al., 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

Digital business model innovation among small and medium‐sized enterprises (SMEs)

et al. 2023

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Digital business model innovation (DBMI) has been acknowledged as a new business norm which allows for increased competitiveness. By adopting the dynamic capabilities theory, this research aims to investigate the adoption of DBMI among small and medium‐sized enterprises (SMEs) in a developing country. The qualitative data were collected using semi‐structured virtual interviews with SMEs. The findings revealed that the SMEs have redesigned their DBMI through value creation innovation, which refers to the use of new digital technology, new capability, and strong collaboration with new partners to streamline the business processes. SMEs innovate their value proposition by focusing on new product and service offerings and creating profitable customer relationships. Interestingly, SMEs also implement value delivery innovation, utilizing new delivery channels to target new market segments. In terms of value capture innovation, SMEs are concerned with obtaining new sources of revenues at a lower cost structure. Research studies on DBMI in Malaysia are scarce. The originality of this research lies in the exploration of DBMI in the real‐life business context, and the insights it will provide to SMEs and practitioners in the midst of adopting DBMI. The findings offer valuable insights for SMEs, practitioners, and policymakers in emerging economies.

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The rebranding of Srichand: Transforming a 70‐year‐old small and medium enterprise into a disruptive global player

Cited by 4 publications

References 23 publications

Global supply chain competitiveness: The synergistic role of integrated logistics and global sourcing

Global supply chain competitiveness: The synergistic role of integrated logistics and global sourcing

An Empirical Study of Dynamic Capability: Leveraging The Roles of Virtual Leadership and Relational Capital

Digital business model innovation among small and medium‐sized enterprises (SMEs)

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