Innovation-oriented supply chain integration for structural flexibility and strategic business performance

IF 4.5 Q1 MANAGEMENT
Benjamin Asare, Dorcas Nuertey, Emmanuel Poku
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引用次数: 0

Abstract

Purpose Innovation has become extremely important, especially concerning manufacturing firms, as it is known to foster robust and healthy competition. The study aims to examine the effect of innovation orientation and supply chain integration on structural flexibility and strategic business performance. Design/methodology/approach Using the quantitative approach, 315 questionnaires were distributed to manufacturing firms in three cities (Accra, Kumasi and Takoradi) in Ghana out of which 305 usable responses were retrieved. The partial least square structural equation modeling technique and the statistical package for social sciences software version 27 were used for the data analysis. Findings The findings showed that supply chain integration and innovation orientation have a strong beneficial association. A substantial favorable association between structural flexibility and supply chain integration was found in the study once more. What is more, the research revealed a strong positive relationship between supply chain integration and strategic business performance. Furthermore, the study found a strong relation between innovation orientation and strategic business performance. Originality/value The research paper adds to the body of knowledge by examining how supply chain integration affects the relationship between innovation orientation, structural flexibility and strategic business performance.
面向创新的供应链整合:结构灵活性和战略经营绩效
创新已经变得极其重要,特别是对于制造企业而言,因为众所周知,创新可以促进强劲而健康的竞争。本研究旨在探讨创新导向和供应链整合对企业结构灵活性和战略经营绩效的影响。设计/方法/方法采用定量方法,向加纳三个城市(阿克拉、库马西和塔科拉迪)的制造企业分发了315份问卷,从中提取了305份可用回复。采用偏最小二乘结构方程建模技术和统计软件包的社会科学软件版本27进行数据分析。研究发现,供应链整合与创新导向之间存在较强的有益关联。本研究再次发现结构灵活性与供应链整合之间存在显著的正向关系。此外,研究还揭示了供应链整合与战略企业绩效之间存在很强的正相关关系。此外,研究发现创新导向与企业战略绩效之间存在较强的关系。原创性/价值研究论文通过研究供应链整合如何影响创新导向、结构灵活性和战略经营绩效之间的关系,增加了知识体系。
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来源期刊
CiteScore
10.40
自引率
16.10%
发文量
154
期刊介绍: Benchmarking is big news for companies committed to total quality programmes. Its enthusiastic reception by many prominent business figures has created high levels of interest in a technique which promises big rewards for co-operating partners. Yet, like total quality itself, it must be understood in its proper context, and implemented single mindedly if it is to be effective - this journal helps companies to decide if benchmarking is right for them, and shows them how to go about it successfully.
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