No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
Research at the Intersection of Entrepreneurship, Supply Chain Management, and Strategic Management: Opportunities Highlighted by COVID-19
Abstract
Since the early 2000s, research at the intersection of entrepreneurship and strategic management has flourished, as has work at the intersection of strategic management and supply chain management. In contrast, little inquiry has occurred at the intersection of entrepreneurship and supply chain management. This presents a tremendous opportunity, as does the relative lack of work bringing together all three fields. We seek to set the stage for exploiting these opportunities by first describing how incorporating a series of key supply chain concepts—omni-channel, last-mile delivery, supply chain agility, supply chain resiliency, and service recovery—could enrich entrepreneurship research. We then explain how the boundaries of key entrepreneurship concepts—opportunity, entrepreneurial orientation, optimal distinctiveness, bricolage, and fear of failure—could be extended to the supply chain context. Both of these moves bring strategic management concepts into play, as well. In accomplishing our tasks, we draw on examples from how firms attempted to navigate the COVID-19 pandemic via moves spanning entrepreneurship, supply chain management, and strategic management.
... The share of e-commerce sales in total retail sales has increased from 13.3% in 2021 to 15.4% in 2023 in the United States (U.S. Census Bureau 2024) and e-commerce sales are estimated to be 30% of total retail sales by 2030 in Europe (Ecommerce European 2023). Given the considerable business potential of e-commerce, many firms expect to seize the marketable opportunity through corporate entrepreneurship (CE), i.e., seeking out new opportunities to reach customers, such as by introducing products or services to new channels and exploiting market opportunities across multiple channels (Roessler et al. 2019;Ketchen and Craighead 2020). For example, P&G looks for startups to create an omnichannel data pipeline that can help it increase exposure and sales in more and better physical stores. 1 JD. ...
... Notwithstanding the role of CCI in orchestrating opportunities and resources derived from a firm's technological, organizational, and environmental (TOE) contexts to foster CE, limited studies exhaustively inquire into these elements. Furthermore, prior entrepreneurship studies have called for an investigation into the role of omnichannel marketing in enhancing CE (Ketchen and Craighead 2020). However, existing research has predominantly examined the impact of online channels on specific aspects of CE, such as e-commerce entrepreneurship (Wang et al. 2016), strategic renewal (Xiao et al. 2019), and international entrepreneurship (Cuellar-Fernández et al. 2021). ...
... Prior studies have increasingly noted the importance of implementing CCI to enhance CE (e.g., Ketchen and Craighead 2020;Jocevski 2020). Hsieh and Wu (2019) posited that the integration of online and offline channels helps firms digitalize and exploit different innovation resources to facilitate new value creation. ...
The literature has viewed omnichannel marketing as an emerging context that can enrich our understanding of corporate entrepreneurship (CE). To shed light on this issue, this study draws upon the TOE framework and dynamic capabilities theory to propose a theoretical model that explains the effects of TOE factors (i.e., technology capability, big data analytics usage, innovation orientation, market turbulence) on CE through cross‐channel integration (CCI), wherein e‐commerce type is considered a boundary condition. Matched multiple‐respondent survey and archival data from 262 firms are used to examine the theoretical model. The results show that CCI mediates the effects of TOE factors on CE. Moreover, the effect of CCI on CE is stronger in enterprises with self‐built websites than those that enter via third‐party platforms. Our findings suggest omnichannel firms foster CE by leveraging CCI to orchestrate technological, organizational, and environmental resources and opportunities in an e‐commerce context.
... Proactive risk management is characterized by prevention and mitigation actions taken in advance to increase risk preparedness, whereas reactive strategies concentrate on ex-post activities after a disruption has occurred [10]. In this context, supply chain robustness (SCROB) and supply chain agility (SCAGIL) have gained substantial theoretical and practical significance as key drivers of long-term competitive advantage [11][12][13]. However, only a few studies clearly distinguish these concepts, and their antecedents remain poorly understood [14][15][16]. ...
... In this regard, several studies on entrepreneurial activities and SCROB and SCAGIL individually have been published (e.g., see [6,20,24]). However, the authors [12] note that little research has been conducted, particularly at the intersection of entrepreneurship and supply chain management. This lack of empirical studies presents a tremendous opportunity that can be leveraged by combining these different research streams [12]. ...
... However, the authors [12] note that little research has been conducted, particularly at the intersection of entrepreneurship and supply chain management. This lack of empirical studies presents a tremendous opportunity that can be leveraged by combining these different research streams [12]. Thus, this paper bridges the gap between two research streams to address the following research question (RQ ): ...
The intersection of entrepreneurship and supply chain risk management remains an underexplored research area. Therefore, this article examines and empirically validates the relationships between corporate entrepreneurship, supply chain robustness, and supply chain agility as well as the financial and commercial dimensions of business performance. Based on an examination of the extant literature, a research framework proposing positive relationships among these components is introduced. To validate the hypotheses, the authors employ partial least squares structural equation modeling and analyze survey data obtained from 168 global firms. Except for the connections between (1) supply chain robustness and commercial performance and (2) supply chain agility and financial performance, significant positive path coefficients are observed for all hypothesized relationships. According to the findings, corporate entrepreneurship promotes both supply chain robustness and supply chain agility to mitigate supply chain disturbances. In addition, corporate entrepreneurship, supply chain robustness, and supply chain agility enhance different dimensions of business performance. Thereby, we advance the understanding of supply chain risk management by bridging the gap between these research streams.
... Ketchen and Craighead (2021) advance the concept of "supply chain entrepreneurial embeddedness" to describe the ability of a focal firm to integrate small business entrepreneurial capabilities (e.g., creativity, ingenuity, and swift execution) available within its supply chain. These entrepreneurial capabilities allow buyers to identify novel ways to respond fast to sudden changes in supply and demand (Ketchen & Craighead, 2020) by collaborating with innovative small businesses to benefit from their creativity and unique technological competences (Ketchen & Craighead, 2021). Alternatively, Zaremba et al. (2017) propose the concept of "new venture partnering capability" to capture a set of distinctive capabilities buyers must develop to be able to collaborate with innovative start-up suppliers. ...
... An example of a conceptual workspace is InnoDef's "collaborative work environment", a platform where MoD employees, suppliers and other experts can exchange ideas and share project-specific knowledge. Through matching problems to potential solutions, it is intermediaries-rather than buyers or suppliers-who identify and articulate opportunities for innovation in the supply network (Ketchen & Craighead, 2020). Intermediaries' interface-building capabilities and work to match problems with solutions improves supplier understanding of buyer needs and helps buyers to translate their needs into what it is technologically feasible to ask for and achieve. ...
... Intermediaries thus exercise their solution testing and assessment capabilities to help de-risk novel solutions. "Fear of failure" inhibits innovation in supply chains (Ketchen & Craighead, 2020), and this is also pertinent in the public sector settings we studied, where procurement professionals tend to be risk averse. From a supplier viewpoint, intermediaries' work to define the innovation's value for the buyer reduces suppliers' perceived risk of failure, thereby incentivizing further supplier investment and development effort. ...
We investigate how innovation intermediaries address shortfalls in the capabilities that buyers and suppliers must have to access each other's knowledge for innovation purposes, also referred to as indirect capabilities. Prior research on supplier‐enabled innovation has identified various capabilities that buyers need in order to collaborate with innovative suppliers. It recognizes that suppliers also require capabilities to access buyer knowledge. However, we still know little about the role of innovation intermediaries—actors who are neither buyers nor suppliers, but still influence innovation processes and outcomes in supply networks. Our case‐based research shows that intermediaries create workspaces for R&D and experimentation, help to refine definitions of requirements and de‐risk novel solutions, support contracting, and facilitate solution implementation. We contribute to research on supplier innovation by developing a model of intermediaries' activities and underlying capabilities, and their impact on innovation sourcing outcomes. We elaborate the indirect capabilities theoretical perspective by introducing additional types of indirect capabilities for collaborative innovation in supply chains, and showing how these capabilities interrelate. We furthermore extend the literature on innovation intermediaries by elucidating hitherto unexplored capabilities for intermediation and adding insights regarding the contribution of intermediaries to open innovation processes.
... Innovation capabilities are typically conducive to achieving superior performance. While ASCS has garnered attention from academics due to its potential to enhance firm performance (Qi et al., 2009;Zimmermann et al. 2020), the existing literature is notably silent on how ASCS influences firms' innovation performance (Ketchen & Craighead 2020;Müller et al. 2022). ...
... Although ASCS impacts a firm's strategic decisions on innovation, few studies explore how ASCS enhances a firm's innovation performance (Ketchen & Craighead 2020;Müller et al. 2022). Tarafdar et al. (2017) suggest that ASCS, when executed through specific supply chain practices, can improve firm performance. ...
... Innovation is also gaining academic attention as an important source of sustainable competitive advantage for firms. However, there have been very few studies focusing on the intersection between innovation/entrepreneurship and ASCS, showing mixed results (Ketchen & Craighead 2020;Müller et al. 2022). For example, Müller et al. (2022) argued that innovation activities are not compatible with the speed of response to emergent needs, while Zimmermann et al. (2020) confirmed a positive relationship between ASCS and innovation performance. ...
Based on the Strategy-Structure-Performance (SSP) framework and Organizational Information Processing Theory (OIPT), this study examines how relational governance (RG) mediates the relationship between agile supply chain strategy (ASCS) and ambidextrous innovation performance (including exploratory innovation performance (EXIP) and exploitative innovation performance (EIIP)). Additionally, it investigates the moderating role of information technology capabilities (ITC) in this relationship. We conducted an empirical analysis using data from 208 Chinese manufacturing companies, employing hierarchical regression analysis and structural equation modeling (SEM) to test our hypotheses. Our findings indicate that ASCS influences firm innovation performance indirectly through relational governance mechanisms. Interestingly, contrary to our initial expectations, we found that higher innovation performance occurs when relational capability and technical capability (ITC) act as substitutes rather than complements.
... The relevance of this paper is seen in its examination of the mutually beneficial link between remote work and digitalization, particularly within public university in developing economy as a representative from Developing Economy. t (Gasmi et al., 2020;Ketchen Jr & Craighead, 2020) (Herawaty et al., 2020;Ketchen Jr & Craighead, 2020). Traditional institutional strategies have been shaken in the aftermath of the epidemic, forcing organizations like public university to quickly adapt. ...
... The relevance of this paper is seen in its examination of the mutually beneficial link between remote work and digitalization, particularly within public university in developing economy as a representative from Developing Economy. t (Gasmi et al., 2020;Ketchen Jr & Craighead, 2020) (Herawaty et al., 2020;Ketchen Jr & Craighead, 2020). Traditional institutional strategies have been shaken in the aftermath of the epidemic, forcing organizations like public university to quickly adapt. ...
... Its effects on businesses and techniques for strategic management have been the subject of much research (Amankwah-Amoah et al., 2021). Some of business has faced disruption after Covid-19 as the need for organizational adaptation has emerged suddenly (Amankwah-Amoah et al., 2021), for the faster digitization of processes and virtual firms (Anthony Jnr & Abbas Petersen, 2021;Ketchen Jr & Craighead, 2020;Küng, 2016). Another study has revealed to give insights into the resilience produced via digitalization that is after the adaption of company just to handle Covid 19 period, giving a comprehensive view of how human and organizational resources usage has contributed to the success of remote work techniques (Fischer et al., 2023). ...
This research, centred on strategic management within the model of remote work and digitalization, presents findings from a sample of 125 respondents affiliated with a developing economy-based university that is conducted based on a public university. The study aims to identify that in which extent have digitalization and remote work been integrated into the strategic management practices of the public university during the post-Covid-19 period? And has identified some potential advantages and challenges arising from the convergence of remote work and digitalization, and how can these elements be effectively harnessed to enhance strategic decision-making within the context at Public University. Quantitative data that has been collected from the survey has been analyzed using Smart PLS 4 to determine the extent of integration, perceived advantages, challenges, and effectiveness of remote work and digitalization. The research underscores the evolving landscape of strategic management in the digital age, emphasizing the need for global perspectives, comparative analyses, and qualitative methodologies. By shedding light on this dynamic paradigm shift, the study provides a foundation for further exploration into the intricate interplay between strategy formulation and implementation in an increasingly digitized and remote work-oriented environment. The study acknowledges limitations arising from the specific sample and scope, urging future research endeavors to expand on these dimensions.
... Agility, adaptability, and ambidexterity determine an organization's ability to detect and capitalize on innovation opportunities by predicting market trends, to source or reallocate resources effectively, and to adjust its strategies [16,54,57]. Operational agility enables the hotel to transform its operations to benefit from innovation and stay competitive [63,64] while organizational adaptability allows it to update the existing capabilities and/or reconfigure tasks and resources [65]. ...
... Even if lacking the capacity to address a disruptive situation, an agile hotel organization can extend its capabilities through partnering, for example, co-opting customers as a source of innovative ideas [38,66]. Leadership ambidexterity, or balancing customer service innovation with customer service efficiency, is essential for maintaining the hotel's organizational agility [38,64,65]. ...
In response to the rapid advancement in smart technology and the 2019–2020 pandemic, the hospitality industry has accelerated its adoption of innovative technologies. However, new technologies are often disruptive and may not be aligned with the organization’s strategy, technological expertise, and employee and customer expectations. This negatively affects the perceived value of the new technology and its adoption and continuous use. The review of the relevant research presented in this paper indicates that despite the many potential points of intersection between technology acceptance and adoption theories and studies of entrepreneurship and change management, these connections have not been explored in sufficient depth in the hospitality context. Drawing on extant theories, this study proposes a novel conceptual framework for the management of technology adoption in hotel organizations. The four stages of the framework represent the process of technology adoption from initiation to institutionalization to new challenges, connecting the theoretical constructs with the tangible needs of the hotel organizations. The framework considers technology adoption as a process of change that involves capability and leadership building. It shows how managing technology adoption through an integrated change management and digital capability-building perspective can lead to sustainable digital innovation. Practitioners can use the framework to systematically evaluate the potential of new and emerging technologies and develop the required digital competencies while managing organizational culture shifts and user resistance to change.
... After 2 years of grappling with the pandemic, organizations find adapting to the increasingly turbulent business environment challenging. 1 The current competitive business environment is exerting even more pressure for survival as it transitions back to normal. 2,3 It also emphasizes the need to integrate the latest technological advancements. These challenges are compelling organizations to Reimage their potential, Reallocate their organizational resources, and Reposition themselves to build resilience against obstacles. ...
... Building on the aforementioned concepts, this study formulates five research objectives: (1) to establish the interrelation between organizational resources (economic, human, physical, and social capital) and organizational resilience; (2) to unveil the interrelation between ECCSR and organizational resilience; (3) to examine the interrelation between ECCSR and workplace well-being; (4) to investigate the nexus between workplace well-being and organizational resilience; and (5) to explore the mediating role of workplace well-being between ECCSR and organizational resilience. ...
Background
The COVID-19 pandemic being a systemic crisis shocked the world and underscored the critical need for organizations to reimagine, reallocate, and reposition their resources to ensure survival and resilience. An organization’s resources, particularly human capital, are crucial elements of its success and adaptability in the face of such challenges. The difficulties in obtaining external assistance during the pandemic have further highlighted the importance of innovative strategies like employee-centered CSR (ECCSR) in managing and optimizing organizational resources. Recent studies emphasize the strategic role of ECCSR in bolstering resilience, with a focus on leveraging human capital effectively.
Objective
This study addresses several key objectives. First, it seeks to establish the interrelation between the four types of organizational resources (i.e., economic, human, physical, and social capital) and organizational resilience. It also aims to unveil the connection between employee-centered CSR (ECCSR) and organizational resilience, as well as to examine the relationship between ECCSR and workplace well-being. Additionally, the study investigates the link between workplace well-being and organizational resilience, and lastly, it explores the mediating role of workplace well-being between ECCSR and organizational resilience.
Methods
This study utilized a quantitative research design and employed a purposive sampling technique. The direct and indirect relationships among organizational resources, organizational resilience, ECCSR, and workplace well-being were analyzed using a variance-based structural equation modeling approach.
Results
The results revealed that among the four types of organizational resources, human capital is the most vital resource for organizational resilience. The findings also affirmed the emerging importance of ECCSR for organizational resilience, directly and indirectly through workplace well-being.
Conclusions
The study concludes that in times of crisis when organizations think outside the box by reimagining their situation and reallocating internal resources, such as human capital, they can buffer external shocks. This approach enables organizations to reposition themselves to withstand challenges and develop a strategic competitive advantage. Additionally, the study finds that the presence of ECCSR can cultivate positive employee well-being and organizations can benefit from the reciprocal gains that help them navigate difficult times more effectively. Implementing ECCSR not only fulfills an organization’s role as a responsible employer but also fosters workplace well-being, ultimately strengthening organizational resilience.
... Supply chain disruptions were widespread during the pandemic (Ketchen & Craighead, 2020. Several entrepreneurs in Study 1 acknowledged supply chain issues associated with the pandemic; however, most presented these issues in a way that did not acknowledge the threat to the campaign. ...
... This might be a short-term fix, but providing clear disclosure of the potential threats posed by the crisis to the venture's supply chain may foster trust and lead to stronger stakeholder relationships in the long term (e.g., Schnackenberg & Tomlinson, 2016). We echo recent calls to deepen the linkages between entrepreneurship and supply chain management research (e.g., Ketchen & Craighead, 2020) and encourage future research that examines how entrepreneurs communicate potential supply chain disruptions during a crisis. ...
We investigate how entrepreneurs communicate with crowdfunding backers during the onset of a societal crisis via a content analysis of campaigns active during the COVID-19 pandemic and a vignette experiment. While effective communication with stakeholders is critical for acquiring resources during societal crises, little is known about what communication strategies entrepreneurs use during these crises or their influence on fundraising. Notably, we find that entrepreneurs’ crisis communication strategies differ along three key dimensions: timing (proactive vs. reactive), target (entrepreneur vs. other), and nature (utilitarian vs. personal), and that proactively addressing other stakeholders’ personal concerns attracts more funding than alternative approaches.
... Previous literature has primarily examined the role of start-ups in corporate entrepreneurship at incumbent firms through the lens of corporate venturing (Kuratko et al., 2009;Weiss & Kanbach, 2022) and interactions in innovation initiatives (Rigtering & Behrens, 2021;Bettenmann, 2023). A new stream of research at the intersection of supply chain management and entrepreneurship (Zaremba et al., 2016(Zaremba et al., , 2017Ketchen & Craighead, 2020, 2021 suggests that asymmetric buyer-supplier relationships between incumbent firms and start-ups, commonly called "venture clienting" 1 (Gimmy et al., 2017), might foster organizational renewal (Zaremba et al., 2017;Kurpjuweit & Wagner, 2020). ...
... Collaborations with start-ups may particularly benefit incumbent firms in the context of entrepreneurship as the high degree of novelty of start-up technologies (Homfeldt et al., 2019;Greven et al., 2023) encourages substantial exploration of business opportunities (Weiblen & Chesbrough, 2015;Rigtering & Behrens, 2021) and identification of solutions to technological problems (Steiber & Alänge, 2020). Integrating start-ups' innovative technologies into the processes and products of incumbent buyer firms through venture clienting (Zaremba et al., 2016(Zaremba et al., , 2017Ketchen & Craighead, 2020, 2021Wagner, 2021) promotes the strategic renewal of incumbents and provides a significant competitive advantage (Gimmy et al., 2017;Kurpjuweit & Wagner, 2020;Gimmy, 2022). ...
Corporate entrepreneurship is critical for incumbent firms to ensure continuous organizational renewal. Asymmetric buyer–supplier relationships with start‐ups, known as “venture clienting,” serve as an entrepreneurial process wherein incumbent firms integrate innovative technologies acquired from start‐ups into their processes and products to drive organizational renewal. Prior research, however, lacks insights into how incumbent firms manage these asymmetric buyer–supplier relationships and overcome the challenges that differences in culture, governance structure, and negotiating power pose. We address this gap by drawing on data from 52 semi‐structured interviews with key decision makers in a multi‐case study of six incumbent firms engaging in venture clienting. Based on the results of our cross‐case analysis, we inductively distill three maturity stages of venture clienting within incumbent firms (i.e., initiation, complexification, and pruning) and the triggers for each stage. We also shed light on the dynamic capabilities that firms develop in each maturity stage and outline the enablers that foster their development. Furthermore, we reveal how these dynamic capabilities affect corporate entrepreneurship in the incumbent firm, in terms of opportunity recognition and technology integration success.
... A versatile combination of entrepreneurial attributes is necessary for an entrepreneur to launch and manage a firm confronted with risk and uncertainty. According to Ketchen and Craighead (2020), some skills alter the correlation between entrepreneurial intention and risk-taking propensity. To take on opportunities and accomplish entrepreneurial goals, a firm must be able to adapt. ...
... According to Hwang et al., (2019) and Teng et al., (2023) entrepreneurs with a fiery character and natural marketing chops may succeed in today's technology-driven culture. Now that everything is digitized, it is easier to scale and modify, and dynamic capabilities may vary over time (Ketchen & Craighead, 2020). Entrepreneurs who consistently outperform their competitors can quickly assess market changes and respond accordingly by modifying their approaches, products, and processes. ...
... That way, companies can anticipate risks and changes in the business environment and forecast demand accurately, so that supply chain resilience can be materialized (Ye et al., 2022). At the same time, the incorporation of new technologies improves supplier operations, minimizes manufacturing operational risks, and increases resilience along the supply chain (Cavalcante et al., 2019;Ketchen & Craighead, 2020). Therefore, companies with the ability to fully understand the supply chain process, to respond appropriately to risks, and to anticipate possible disruptions are reflecting the characteristics of resilient supply chains. ...
The COVID-19 pandemic has caused significant changes in almost all sectors, including disruptions in the global supply chain. Acceleration of supply chain recovery to create supply chain resilience and sustainability by implementing various strategies, including digitalization. Empirical evidence is still very limited in the literature, especially in studies involving supply chain actors from MSMES with different characteristics and locations. Therefore, this study aims to address this problem by analysis the role of digitalization in improving supply chain resilience and sustainability based on a case study of MSMES in Balikpapan City. Three hypotheses have been proposed to answer the research problem. This study uses the Structural Equation Modelling (SEM) approach with the help of IBM AMOS software version 22 for hypothesis testing. Questionnaires were distributed to 200 MSME actors with different characteristics in Balikpapan City. The results are: (1) the role of digitalization has a significant positive effect on supply chain resilience; (2) the role of digitalization has a positive effect on supply chain resilience; (3) supply chain resilience has a significant positive effect on supply chain sustainability. Despite the differences in characteristics of business models and business sectors, supply chain resilience and sustainability can be improved by using appropriate digital technology in each supply chain. The contributes of this study shows that there is a potential for good supply chain visibility that allows every actor along the supply chain to monitor, transfer, and improve the accuracy of decision making accurately and quickly, to handle any disruptions and improve supply chain sustainability.
... This includes their operation in both digital and non-digital platforms (Fini et al., 2023;Nambisan et al., 2018;Rippa & Secundo, 2019) and "hostile/challenging" environments (Estermann et al., 2020). In this study, the COVID-19 pandemic is considered a forceddigitalized-hostile environment (Ketchen & Craighead, 2020) where the USOs and their parent universities were heavily affected by quarantines, lockdowns, reopening, and other social distance restrictions (Siegel & Guerrero, 2021). ...
Research Summary
There is limited evidence on how university spin‐offs (USOs) respond to external crises. We fill this gap by assessing how UK digital USOs responded to the recent COVID‐19 pandemic. Specifically, we examine how USOs' capabilities (scaling‐up, fundraising, and intellectual property) and access to their parent university's financial resources/infrastructures interact intertemporally to address demand and supply challenges associated with the pandemic. Our analysis revealed that the interplay of (a) USOs' scaling‐up and fundraising capabilities and (b) USOs' fundraising capabilities and university parent's support infrastructure constituted the best strategy for developing intertemporal resilience during the crisis.
Managerial Summary
We investigate the impact of the COVID‐19 pandemic on digital USOs. Assuming support from parent universities, we explored how their scaling‐up efforts, fundraising efforts, and intellectual property addressed demand and supply challenges during these unprecedented times. First, USOs that could scale up while fundraising were more likely to sustain operations and satisfy demand through various stages of the pandemic. Second, USOs with fundraising capabilities and parent university support demonstrated greater resilience. These findings suggest valuable insights for CEOs of USOs and their parent universities in handling external crises.
... An improvement in the performance of public universities in Kenya can be achieved through the adoption of entrepreneurial supply chain practices. The results obtained above are in the same vein as a study by Ketchen & Craighead (2020) on the intersection between entrepreneurship, supply chain management, and strategic management which presented opportunities highlighted by COVID-19. The study highlights that entrepreneurial supply chain opportunities arise when they are sought for and organisational performance is improved when the identified supply chain activities are exploited. ...
The Vision 2030 development blueprint aspires to promote good health and well-being to all Kenyans. To support this, the Government of Kenya has instituted various reforms aimed at achieving good health. However, despite these reforms, there exists poor performance in the public hospitals in Kenya. To ensure effective, efficient, financially viable, and relevant service delivery, the entrepreneurial supply chain is critical, in public hospitals. Therefore, the study focused on Entrepreneurial Supply Chain practices, healthcare financing, and the performance of public hospitals in Kenya. Specifically, the study investigated the effect of innovative inventory management on the performance of public hospitals in Kenya, the influence of proactive strategic sourcing on the performance of public hospitals in Kenya, and the effect of risk-taking on the performance of public hospitals in Kenya. The study also sought to establish the moderating effect of healthcare financing on the relationship between entrepreneurial supply chain practices and the performance of public hospitals in Kenya. The study was guided by resource orchestration, resource dependency, and Schumpeterian innovation theories. The study adopted a positivism philosophy and utilised descriptive and explanatory research designs. The study's target population was 243 public hospitals in Kenya. The sample size was 151 public hospitals selected through proportionate sampling and simple random sampling techniques. The study utilised primary data collected through a semi-structured questionnaire. The validity of the questionnaire was checked using face and content analysis from the supervisors and experts who work in public hospitals; while reliability was checked through the use of Cronbach Alpha. A coefficient value of 0.7 was acceptable. Both descriptive and inferential statistics were used for data analysis. The study used multiple linear regression analysis to establish the relationship between the independent and dependent variables and the results obtained were expressed using tables and figures. The study findings revealed that innovative inventory management (β = 0.291; P-Value < 0.05), proactive strategic sourcing (β = 0.645; P-Value < 0.05), and risk taking (β = 0.313; P-Value < 0.05) have a positive and statistically significant relationship with the performance of public hospitals in Kenya. The study revealed a statistically significant (F=89.18, Sig<0.005) moderating effect of healthcare financing on the relationship between entrepreneurial supply chain practices and performance of public hospitals in Kenya. The study concluded that the adoption of entrepreneurial supply chain practices improves performance of public hospitals and therefore recommends the Chief Executive Officers and Medical Superintendents of public hospitals to adopt innovative inventory management, proactive strategic sourcing and risk taking entrepreneurial supply chain practices will provide insights into the management of public hospitals on entrepreneurial supply chain practices as they promote healthcare service delivery, reduce operational costs, enhance hospital reputation and increase effectiveness. The study recommends the Ministry of Health, Social Health Authority, Treasury and County Executive Committee member for Health in the County Governments to institute policies and reforms that promote sustainable financing of healthcare. Such initiatives include vigorous risk pooling through social insurance schemes and selling of health bonds. This will ultimately reduce overdependence on donor funding.
... Third, the theoretical contribution relates to synthesising knowledge in two emerging management science fields: strategic management and SCRES studies. By integrating knowledge bases, this study highlights the synergistic opportunities between these two fields (Ketchen and Craighead 2020). This integration, focusing on high-order capabilities, differs from most SCRES studies that emphasise operational capabilities (e.g. ...
... However, research indicates that effective entrepreneurship education should concentrate not only on providing students with the technical abilities to create a business model but also on fostering the motivation and ideal attitudes for them to become successful entrepreneurs. Although the goal of entrepreneurship education has always been to increase interest in entrepreneurship and business development, it is important to remember that entrepreneurship also involves successfully managing innovation and business growth [24], [31], [32]. ...
... A Disseminação de Informação do Mercado (DIM) está relacionada com a tomada de decisões ajustadas e compartilhadas entre os diferentes sectores e departamentos empresariais. A comunicação interna constitui um elemento forte para a Disseminação do Mercado (Ketchen et al., 2020). Como forma de aplicar a DIM, pode-se exemplificar com uma reunião com os departamentos da empresa, a circulação de informação de forma clara e concisa ou a atualização de conhecimentos. ...
This study seeks to establish the role that Market Orientation plays in contributing to the level of competitive advantage amongst the Portuguese SMEs based on how business strategy is aligned to meet market requirements. Focusing on the position of the customer, SMEs should make relevant changes to operations and this approach enhances its flexibility and performance. The themes are focused on explaining the organizational culture impact on generating innovation and effective information processing-important variables for market orientation. Finally, it underlines the market orientation and its relationship with entrepreneurial activities in supporting the market orientation as an innovation engine for promoting competitive and new products, as well as increasing business viability. The study offers key recommendations that management can adopt for enhancing market orientation practices so as to increase the positive impact on operational and financial performance of SMEs.
... In the context of a firm's environment, this flow is highly valued as it reflects the firm's operational efficiency and helps foster patient satisfaction through the presentation of the final product [34]. Here, information and communication flow mediate the relationship between the firm's environment and patient satisfaction. ...
Patient satisfaction is a key factor in the success of hospitals worldwide, making it an important focus for contemporary research. This study aims to examine the impact of service quality, employee satisfaction, and the organizational environment on patient satisfaction in Chinese hospitals. Additionally, it investigates the mediating role of information flow in the relationships between service quality, employee satisfaction, the organizational environment, and patient satisfaction in Chinese hospitals. Data for the study was collected through survey questionnaires administered to patients in government hospitals in China. The reliability of the data and the relationships among the constructs were analyzed using Smart-PLS software. The findings revealed that service quality, employee satisfaction, and the organizational environment positively influence patient satisfaction in Chinese hospitals. Moreover, the results indicated that information flow significantly mediates the relationships between service quality, employee satisfaction, the organizational environment, and patient satisfaction. These findings provide valuable insights for policymakers, offering guidance on strategies to enhance patient satisfaction by focusing on improving service quality, ensuring effective information flow, and fostering a positive organizational environment. Doi: 10.28991/ESJ-2025-09-01-09 Full Text: PDF
... According to a new global survey from McKinsey, many executives say that their companies have accelerated digitalization in customer interactions as well as supply chain and internal processes in three to four years, and that some digital accounting projects or digital projects in their portfolio have grown dramatically in seven years (Blackburn et al., n.d.). Although many companies have launched new models of digital technology support during the COVID-19 pandemic, such as online sales, digital customer interaction, online employee training, and remote workforce solutions (Ketchen & Craighead, 2020), not all companies have benefited (Ye et al., 2022). Therefore, scholars and practitioners should strive to advance the current understanding of how businesses can use digital technology successfully, especially in light of the COVID-19 pandemic. ...
Many companies have launched new models of digital technology support during the COVID-19 pandemic, such as online sales, digital customer interaction, online employee training, and remote workforce solutions, not all companies have benefited. Covid-19 has enough impact on the economy to make business people inevitably have the ability to adjust their agility skills so that their business can survive in the new normal era. This research aims to analyze the influence of digitalization capabilities, mediated by market utilization agility and operational adjustment agility, on the performance of MSMEs in Sleman, Special Region of Yogyakarta. This research uses a quantitative approach, the population to be studied is Sleman MSMEs that have digitalization capabilities, this research uses Purposive Sampling technique, A total of 105 MSME respondents in Sleman, Yogyakarta, filled out a questionnaire, which was analyzed using SmartPLS 3. The research results indicate that digitalization capabilities have a positive impact on market utilization agility and operational adjustment agility. Market utilization agility does not have a significant effect on the performance of MSME companies. Operational adjustment agility has a positive impact on the performance of MSME companies. The capability of digitalization does not have a significant impact on the performance of MSME companies. The study finds that market utilization agility does not serve as a mediator between digitalization capabilities and MSME performance. Instead, operational adjustment agility fully mediates this relationship, highlighting its critical role. These findings provide valuable insights for MSME practitioners in understanding the interplay between digitalization capabilities, market utilization agility, operational adjustment agility, and their collective influence on company performance
... In a similar way, and as alluded to, supply chain issues have not been sufficiently examined in entrepreneurship literature (Ketchen & Craighead, 2020). One way to explore these ubiquitous issues more deeply would be to assign logic frameworks from logistics to systemwide shocks that impact entrepreneurs. ...
We conduct two literature reviews to explore what risk is in entrepreneurship and across business fields. The objective of these reviews is to shed light on the heterogeneity of the risk construct. In doing this, we are able to contribute to entrepreneurship research by informing scholars of a wider spectrum of risks in the literature, as well as the implications that adopting different views offers for future entrepreneurship research and practice. We find that the term “risk” is often used casually, without clear connections to category, level of analysis, and perspective. To address this, we propose a multidimensional conceptualization of risk. Moreover, our reviews suggest that entrepreneurship researchers are only scratching the surface with regard to the extant studies of risks and risk-related constructs. We highlight similarities and distinctions between entrepreneurship and other business research fields, which, in turn, help inform future research opportunities. Our future research program is aimed at both helping delineate risk in entrepreneurship conceptually and operationally while also illuminating exciting paths for expanding the study of risk across environmental level risks (sociopolitical and market risk categories) and firm and individual level risks (default, liquidity, operational, and pure risk categories).
... In the context of supply chains, this theory suggests that organizations with strong dynamic capabilities may be better equipped to sense and respond to potential disruptions, thereby enhancing the overall resilience and agility of the supply chain system (Ketchen et al., 2020;. ...
The study examined the mediating role of supply chain security performance on the relationship between supply chain security practices and supply chain disruptions occurrences in the manufacturing industry in Ghana. Drawing on a survey of 336 manufacturing firms, dynamic capability, and contingency theories were applied using structural equation modeling (SEM) to test the conceptual model. It was discovered that both direct and indirect hypotheses supported the findings of the study. The results indicate that Ghanaian manufacturing firms have made progress in implementing supply chain security measures. The findings revealed that the adoption of comprehensive supply chain security practices is positively associated with improved performance metrics, including reduced inventory losses and damages, faster order fulfillment and delivery times, lower costs related to security incidents, and enhanced brand reputation and customer trust. Policymakers can leverage these insights to develop support programs aimed at strengthening the security capabilities of manufacturing firms, ensuring they are equipped to compete effectively in both local and global markets, improving security performance, and reducing the likelihood and impact of supply chain disruptions. In the quest of bridging the gap between theory and practice, this research contributes valuable knowledge to the discourse on supply chain security in developing countries, offering a roadmap for enhancing resilience and performance in the manufacturing sector.
... The COVID-19 crisis offered opportunities for micro and small IT-savvy entrepreneurial firms because the need to reduce face-to-face contact favoured a greater reliance on information technology (Al Halbusi et al., 2022;Amankwah-Amoah et al., 2021;Yu et al., 2022), which potentially allowed entrepreneurially flexible firms to pivot to fulfil new demand (Felzensztein & Tretiakov, 2023;Ketchen Jr & Craighead, 2020). Such small IT-savvy entrepreneurial firms are the focus of our study. ...
... COVID-19 uncovered significant limitations in Supply Chain Management (SCM) research, particularly its ability to prepare managers for disruptions in Supply Chain Flows (SCFLOWS) (Ketchen and Craighead, 2020). Many firms' supply chains failed, while others barely managed to stay operational, reemphasizing an argument from Carter et al. (2015) that existing SCM perspectives are overly simplistic and fail to capture the real-world complexities of supply chains. ...
Purpose
Despite being a fundamental concept, the field of supply chain management (SCM) exhibits a significant lack of consensus regarding the definition of supply chain flows (SCFLOWS). Additionally, there has been an over-reliance on three flows – material, information and finance – while various other flows crucial to SCM performance have been overlooked. Hence, the purpose of this study is twofold: (1) to explore the multi-dimensional nature of SCFLOWS and (2) to identify additional flows beyond the commonly acknowledged ones that are vital for SCM performance.
Design/methodology/approach
This study employs various qualitative methods as part of the abduction process. The methods include in-depth interviews with logistics professionals, a Delphi study involving SCM scholars and a focus group comprising airline industry practitioners.
Findings
Seven SCFLOWS dimensions are identified and presented as SCFLOWS framework. Also, two additional flows, i.e. human and capital equipment, are proposed as vital to SCM performance.
Originality/value
This is the first study to introduce SCFLOWS framework to achieve consensus in the field. By introducing two additional flows, it proposes extending the SCFLOWS boundary to include various flows overlooked previously but pertinent to SCM performance. The SCFLOWS framework serves as a systematic guide to validate additional flows and represents an important step towards building SCM theory.
... Despite the various dimensions of entrepreneurial resilience advanced in entrepreneurial literature (Butterick & Charlwood 2021;Ketchen & Craighead 2020), the more popular dimensions are resourcefulness, optimism and hardiness. Extant literature (Bashir et al. 2023;Zhang et al. 2023) suggests that a firm's learning is made up of three main components which are exploratory, transformative and exploitative learning. ...
Orientation: The resilience of small businesses such as emerging contractor firms (ECFs) has been negatively affected due to problems from the environment like the coronavirus disease 2019 (COVID-19) pandemic. It is imperative for firms to navigate through this economic downturn by deploying learning capabilities to surmount these problems and boost resilience.Research purpose: This study examines the influence of learning capability on the entrepreneurial resilience.Motivation for the study: To establish the role of learning capability on entrepreneurial resilience of ECFs.Research design, approach and method: Using a quantitative research approach and a cross-sectional survey design, a structured close-ended questionnaire was administered to 400 owners and managers of ECFs. The results of the study were analysed using Statistical Package for the Social Sciences (SPSS) version 23 and Smart PLS software 3. Descriptive percentage analysis, confirmatory factor analysis (CFA), multiple regression analysis, and structural equation modelling (SEM) were performed on the data set.Main findings: The results suggest that all forms of learning have significant positive effect on entrepreneurial resilience (Transformative learning B = 0.2207, p 0.001; exploitative learning β = 0.2580; p 0.001; explorative learning β = 0.5316; p 0.001).Practical/managerial implications: The implications emphasise the different choices that small resource constrained firms must take in identifying and investing in those learning capability dimensions which best predict long term resilience.Contribution/value-add: The study demonstrates the significance of firms’ investment in learning, especially explorative learning to increase knowledge.
... Strategic management process can be considered as a special decision-making or problem-solving process (Odabaş, 2004: 85). This process covers all the processes from the decision-making stage to how to implement the decisions taken and how to check the implemented decisions to identify and correct the deficiencies (Ketchen & Craighead, 2020: 1332. ...
Changes in competitive conditions force businesses to develop new capabilities in order to sustain their existence and be successful. At this point, businesses have made an effort to change their management approach and gain a strategic perspective. This approach, called strategic management, involves the effective use of the resources that the business has in order to regulate the relations between the business and its environment and to gain superiority over competitors or to make a difference. The most important resource that businesses have is human resources. The most important key to the adoption and successful implementation of the strategic management approach is to have an effective manpower. With a strategic human resources planning, businesses will be able to ensure that employees are provided at the right time, with the desired qualifications and assigned to the right jobs in line with the business strategy. The purpose of this study is to create a conceptual framework for the role of human resource planning in the strategic management process. At this point, the studies on strategic management, human resource management and strategic human resource management in the literature were examined in detail. As a result of the research, it was concluded that strategic human resources planning is the process of creating comprehensive and long-term human resources strategies and developing the plans, programs and tactics necessary for the implementation of these strategies, and that businesses that manage this process in the best way can establish superiority over their competitors by identifying opportunities, threats, advantages and weaknesses.
... Industries like cleantech, ICT have been studied in the context of developed economies such as the USA and Europe, whereas in the context of the emerging economies this is gradually picking up momentum. Ecosystem creation, an equally significant mode of CEWS, has been studied from the lens of network theory (Ketchen and Craighead, 2020) and social capital theory (Dickel et al., 2018;Lingens et al., 2021aLingens et al., , 2021b. Other scholars have also focussed on theoretical perspectives such as sustainable entrepreneurship (Doblinger et al., 2019) and ecosystems support view (Ter Wal et al., 2016). ...
Research is about an individual's intellectual acumen and rationality, and inter‐researcher collaboration capability magnifies the outcomes. Despite common belief, there exist fundamental asymmetries in the goals, orientations and expectations among the research collaborators. Seldom studied in‐depth and empirically validated, the challenges and barriers faced by early‐career researchers (ECRs) in social sciences are crucial to understand. In this study, we aim to identify, categorize and rank the order of priority of the research collaboration barriers and their sub‐barriers. This analysis highlights which barrier is likely to impact the research collaboration outcome more as compared to other barriers, as seen through the pairwise comparison. We contribute to the literature on research collaborations by providing a much‐needed assessment of the barriers faced by ECRs in social sciences to develop a nuanced understanding of the dynamics within collaboration research. Key barriers identified and explored in this research relate to research design, interpersonal and interprofessional relationships, team‐level dynamics, spatial and temporal factors, cultural differences and institutional variables. The fuzzy AHP tool was used to prioritize and rank the barriers, check the consistency ratio and then perform the sensitivity analysis. Research design barriers emerged as the most challenging barrier to research collaborations, implying researchers place huge emphasis on the compatibility of research goals, objectives, paradigms and perspectives. The study provides insights for individuals/institutions leading and managing research collaborations into improving the collaborative dynamics in social sciences.
... The COVID-19 pandemic significantly shaped our current SCM processes (Ketchen & Craighead, 2020). One can easily argue that the pandemic has positively affected the growth of SCM processes across the globe. ...
Supply chain management (SCM) is a critical management function in any organization. After the pandemic in 2019, the global supply chain faced drastic disruptions, compelling policymakers worldwide to seek ways to manage them. Integrating artificial intelligence (AI) technologies into supply chain processes has revolutionized it. Predictive analytics is a vital tool that helps supply chain managers anticipate future trends and make informed decisions. Based on statistical principles and machine learning algorithms, predictive analytics encompasses techniques such as linear regression, decision trees, cluster analysis, time series models, and logistic regression. Unlike traditional supply chains, which often lack visibility, supply chains integrated with predictive analytics offer enhanced transparency. Mastering these intelligent technologies becomes imperative for organizations seeking to thrive in today's dynamic market landscape. This chapter provides readers with a comprehensive grasp of predictive analytics and its indispensable role in SCM processes.
... Internally at the company, the strategies need to be supported by activities on tactical and operational level, to make sure that there are not inefficiencies caused by poor alignment (Tamas, 2000;Eriksson and Hedenstierna, 2012). Whichever strategy is chosen, companies need to be able to respond to external changes, which relies on well-functioning and integrated sourcing (Dubey et al., 2018;Ketchen and Craighead, 2020). Choosing strategy and developing the suitable value proposition is a central part of attracting consumers (Bustinza et al., 2015). ...
Purpose
This study aims to explore and theorize value gaps within value chain management (VCM) by extending the service quality gap model to the context of global manufacturing value chains.
Design/methodology/approach
Drawing upon a case study of a small, family-owned Swedish furniture wholesaler, Alpha, this research adapts the service quality gap model and integrates it into the VCM framework. The investigation examines the value creation and delivery processes across a network of actors, highlighting how various gaps emerge at different stages of the value chain.
Findings
The study identifies and describes several value gaps, including those related to consumer understanding, manufacturing capabilities and coordination across the value chain. Value creation gaps arise from poor communication about consumer needs and product features, whereas value delivery gaps are mainly tied to manufacturing capacity and material restrictions. These gaps can result in misalignment between consumer expectations and the delivered value.
Research limitations/implications
Although this study provides insights into the emergence of value gaps, further research is needed to determine the magnitude and reduction strategies for these gaps. In addition, understanding how consumers evaluate new products remains a critical area for investigation.
Practical implications
The research highlights the significance of a coordinated approach to managing value creation and delivery processes. It underscores the need for companies to capture accurate consumer data, consider manufacturing capabilities and engage in effective coordination with various actors in the value chain.
Social implications
By addressing value gaps, companies can enhance consumer satisfaction and minimize potential dissatisfaction caused by misalignment between consumer expectations and delivered value. This, in turn, can lead to improved relationships with consumers and other actors within the value chain.
Originality/value
This research offers a novel perspective on value gaps in VCM, extending the service quality gap model to the realm of manufacturing. It underscores the importance of managing both value creation and delivery processes for enhancing competitive advantage in a global market.
... For its part, supply chain management (SCM) is the planning and controlling of all the activities involved in producing and delivering a product or service, from raw materials to the end customer (Chen & Paulraj, 2004). The literature emphasises the importance of strategic SCM for firms seeking to improve their profitability and competitive position while offering opportunities for strategic entrepreneurship (Hult et al., 2007;Ketchen & Craighead, 2020). An appropriate SCM strategy can also improve operational results through greater process efficiency, lower inventory levels, higher customer satisfaction, better quality, cost reductions and better delivery (Martin & Towill, 2000). ...
Circular supply chain management (CSCM) is the revolutionary integration of circular principles into supply chain management and the supply chain environment to achieve zero waste and outperform traditional supply chain sustainability models in advancing supply chain circularity. This study examines CSCM and the corresponding literature to highlight key research themes and trends. An advanced iteration of the Systematic Science Mapping analysis methodology has been designed and implemented with a Named Entity Recognition approach to extract relevant information from scientific articles. Key themes are revealed such as essential capabilities for circularity in the supply chain, circular business models, sustainable supplier selection and blockchain technology's role. The article gives insights into current research and identifies emerging trends in CSCM. This exploration aims to provide a nuanced understanding of CSCM's transformative power and shed light on its practical implications.
... The recent COVID-19 pandemic has highlighted how vulnerable organizations are to unexpected disruptions as organizations across the globe attempt to recover (Ketchen and Craighead, 2020). The pandemic has placed supply chain management in the spotlight because of the challenges global supply chains faced to deliver vital goods and services (Mollenkopf et al. 2020). ...
The Coronavirus (COVID-19) pandemic has generated a notable increase in the demand for online shopping, driving the global adoption of an omni-channel (OC) strategy by retailers. While it is well established that supply chain mitigation capabilities and recovery strategies can minimize the impact of supply chain disruptions (SCDs), it has not been explored in the increasingly relevant OC context. The purpose of this study was to explore the SCD mitigation capabilities and recovery strategies present in the South African OC fashion retail industry. The study was conducted among senior supply chain managers employed by OC retailers in South Africa. A generic qualitative design was employed to collect data through semi-structured interviews with fifteen participants. A thematic analysis approach was used to analyze the data. This study identified the types and causes of OC-related SCDs that produce the negative effects associated with an OC retailing strategy. The findings showed that South African OC fashion retailers do not engage in the most effective SCD mitigation and learning practices evident in the literature. Furthermore, the findings also revealed that OC retailers' multiple touchpoints can aid SCD recovery efforts by transferring order fulfilment between its online and offline channels. This study provides managers with an understanding of the nature of OC-related SCDs that can be used to reduce their negative effects or prevent their occurrence altogether. Managers should revisit their SCD mitigation capabilities and learning techniques to improve supply chain resiliency.
This chapter delves into the growing significance of Public-Private Partnerships (PPPs) in crisis management, specifically focusing on their role in stabilizing supply chains during global disruptions. Crises such as pandemics, natural disasters, and geopolitical conflicts often expose the vulnerabilities of supply chains, necessitating a collaborative approach between governments, private corporations, non-governmental organizations (NGOs), and other key stakeholders. By analyzing the dynamics of PPPs, this chapter highlights the importance of collaboration in mitigating disruptions, ensuring resilience, and facilitating the efficient flow of essential goods. Through various case studies and theoretical frameworks, the chapter emphasizes how these partnerships can enhance supply chain agility, manage risks, and promote long-term sustainability. Additionally, it critically assesses the challenges of trust, shared goals, and mutual benefits that underpin successful PPPs, exploring real-world examples of how different sectors have navigated and overcome crisis-induced disruptions.
Governments across the globe have made commitments towards the achievement of the right to health. This basic human right is enshrined in global, regional, and national health frameworks. To support this, the Government of Kenya has instituted various reforms aimed at achieving good health. However, despite these reforms, there is still sourcing problems in the public hospitals in Kenya attributed to poor supplier relationships and inadequate procurement planning. There is an unavailability of medicines, equipment, and essential supplies with only 33% of public hospitals having adequate stock for 90 days or more and 67% accounting for an unavailable medical stock for up to 30 days or more. Only 14 doctors are available to serve 10,000 Kenyans, resulting in long waiting times for patients in hospital queues. Mounting evidence advances that proactive strategic sourcing is a key contributor to organisational performance. Therefore, the study investigated the effect of proactive strategic sourcing on the performance of public hospitals in Kenya. The study was guided by resource orchestration theory, adopted a positivism philosophy, and utilised descriptive and explanatory research designs. The study's target population was 243 public hospitals in Kenya. Both descriptive and inferential statistics were used for data analysis. Employing a multiple regression analysis on data from public hospitals across Kenyan counties, the study revealed that supplier relationship and procurement planning play an important role in enhancing the performance of public hospitals in Kenya. The study recommends that the Ministry of Health, Chief Executive Officers, and Medical Superintendents of public hospitals adopt proactive strategic sourcing in the form of supplier relationship and procurement planning to promote relevance, financial viability and effectiveness of the public hospitals.
Objective: Propose the integration of public health data and epidemiological models into decision-making processes for health-related businesses in the Panamanian economy during future pandemics. Theoretical Framework: The analysis of the relationship between public health and the economy, through econometric models, basic reproduction number, effective reproduction number, and their interaction in health crisis contexts, provides a foundation for understanding the use of epidemiological data in strategic crisis management. Method: The methodology involves a quantitative approach using time series and predictive models applied to secondary data from the Ministry of Health of Panama on COVID-19 cases between march-april 2020. Results and Discussion: A strong relationship was found between hospitalized cases in regular wards and ICUs, consistent with findings from Kucharski et al. (2020) and Petrucci et al. (2020). This suggests that an increase in direct infections translates to higher demand for hospital services, enabling the anticipation of risks and strategic planning for staff and supplies. Research Implications: The implementation of models that account for trends, seasonality, cycles, and irregularities, complemented by the analysis of relationships between variables, facilitates the development of predictive models that incorporate epidemiological indicators and their effects on any economic sector, particularly health-related ones. Originality/Value: This study proposes a comprehensive framework that combines public health data with econometric models, offering an innovative tool for business decision-making during health crises.
Innovation ideas are needed to link business ideas to informatics. The purpose of this study is limited to measuring the effect of transferability indicators and learning environment on problem-based learning to improve student competence and creativity. The research method used is Path Analysis. Data were taken from 94 students in Information Technology Education study programs and divided into small groups to create business ideas. The conclusion is a very significant influence on the Transferability Skill indicator and Learning Environment on Problem-Based Learning in Improving Student Competence and Creativity. This way of research can be done for other objects.
Supply chain management (SCM) research and entrepreneurship research rarely overlap, which is unfortunate because incorporating SCM thinking may be a key element enabling an entrepreneurial firm to succeed at becoming a long‐term, profitable entity. The entrepreneurial process occurs in three distinct, overlapping, and iterative phases: identification, evaluation, and exploitation. Often, SCM is an afterthought for entrepreneurs, occurring only in the final phase of the entrepreneurial process. This article makes the case for an earlier focus on SCM within the entrepreneurship process. Specifically, we outline how an entrepreneur's supply chain orientation (SCO) may be especially important in the opportunity evaluation phase where Lean Startup processes take place. SCO may enable entrepreneurs to make more accurate assessments and more efficient allocation of limited capital. SCO may lead an entrepreneur to be more aware of how planning, sourcing and production, and logistics may impact the attractiveness of a given opportunity and may facilitate a more accurate evaluation of opportunities, as well as value co‐creation with potential supply chain partners. The result would be a more efficient entrepreneurial process with less waste in terms of time and resources and more value from incorporating supply chain partners in evaluation decisions.
In this research, it was aimed to analyze the risk structure of SMEs and its relationship with their profitability by examining the importance given to strategic growth stages in the growth processes of SMEs in different sectors. A survey was conducted on 421 participants, consisting of partners and senior and middle level managers of SMEs operating in Turkey, with a history of at least five years, and operating financially in the first quarter of 2024. A survey form consisting of three sections: demographic characteristics, company structure and growth strategies scale was used as a data collection tool. Default risk was low in the majority of companies in all sectors and was below 10% (p>0.05). Strengthening public and political relations, company acquisition and measurement and evaluation strategies were statistically significantly higher in companies in other sectors (p
Purpose
The purpose of this study is to examine how national logistics performance facilitates new venture creation and innovation. The authors propose that national logistics performance is a key mediator in a national system of entrepreneurship.
Design/methodology/approach
The sample for this study combines secondary data from multiple sources with survey data from the Global Entrepreneurship Monitor to create an unbalanced panel spanning 84 countries across five points in time. The authors test for the mediating role of national logistics performance using a Monte Carlo method.
Findings
The results of mediation analysis confirm that national logistics performance is an important causal link in a national system of entrepreneurship. High-performing logistics networks at the national level help entrepreneurs launch new ventures and innovate by linking economic conditions and formal regulatory institutions with productive entrepreneurship.
Originality/value
This study identifies logistics as an overlooked but important component of a national system of entrepreneurship. For policymakers, this study identifies critical linkages among economic conditions, regulatory institutions, logistics and entrepreneurship. The study also has practical implications for entrepreneurs.
The COVID-19 epidemic has had an unprecedented pace and manner of effect on global supply chains. This study examines the supply chain issues that firms have encountered as a result of the COVID-19 outbreak and the Russia-Ukraine war as affected by the US. To analyze issues and the appropriate mitigation solutions, the study provides a conceptual framework based on the dynamic capability theory. A literature review, an analysis of many news stories, and interviews with specialists led to the identification of key issues. To further examine the connections between various supply chain difficulties, the COVID-19 outbreak, and the Russia-Ukraine war, the study has adopted the use of descriptive statistics with graphical illustrations. Scarcity of material (SSM). Inconsistency of Supply (PIS), etc., have been established as some of the ways the supply chain is being affected by the COVID-19 outbreak and the Russia-Ukraine war. The study offers recommendations that countries and firms should prepare well for the possibility of a future pandemic in order to minimize the impacts of the pandemic. It was also recommended by the study that economies should begin to rely less in terms of international trading on countries that are highly prone to war. The proliferation of AI should also be embraced in logistics businesses.
Purpose
The emergence of the COVID-19 epidemic has considerably increased the intricacy of information, exacerbating the difficulties firms encounter in efficiently processing and understanding accurate data and knowledge. Consequently, the COVID-19 epidemic has profoundly exacerbated production ambiguity for firms, thereby disrupting their regular business operations and supply chain activities. Digital technologies (DTs) are essential tools for firms to process and interpret information and knowledge, thereby improving their resilience against supply chain interruptions.
Design/methodology/approach
This research investigates the effect of digital technologies on firm resilience throughout COVID-19, utilizing PLS-SEM and artificial neural networks (ANN) derived from a comprehensive survey of Pakistani manufacturing firms.
Findings
Our research assesses the mediating role of supply chain integration, memory, and absorptive capacity, as well as the moderating influence of information complexity. The outcomes demonstrate that supply chain integration (SCI), memory (SCM), and absorptive capacity (SCAC) mediate digital technologies’ influence on firm resilience. Moreover, in situations where information is highly complex, DTs have a greater effect on a firm’s resilience.
Originality/value
The results enhance our comprehension and awareness of the resilience-related effects of DTs and offer significant management insights for strengthening firm resilience in the setting of the COVID-19 pandemic.
Purpose – This study aims to map the relationship between entrepreneurial orientation (EO), market orientation (MO), and supply chain agility (SCA) from the operations perspective. An analysis of the most relevant manuscripts on the topic supposes a gap in the existing literature; thus, such an analysis was performed to evaluate consensus and discrepancies between scholars. Design/methodology/approach – The literature review includes 13 papers published in Web of Science-indexed journals. These studies provide an overview of MO and EO on SCA. This review uses content analysis to map the nexus between these three capabilities. Findings – The results indicate that the literature can be clustered in four areas: (a) MO and EO with supply chain agility, (b) MO and supply chain agility, (c) EO and supply chain agility, and (d) supply chain orientation and other orientations as a research niche. The literature confirms the dominance of EO and MO in achieving SCA and demonstrates their combined effect as a dual strategic orientation in an organization. Originality/value – This study provides value to both researchers and policymakers in the areas of strategic management and supply chain by presenting the links between EO, MO, and SCA in a systematic and structured manner. In addition, it comprehensively identifies the gaps in previous research and provides avenues for future research.
The success of global trade depends on various factors. Supply chains play a crucial role in reshaping international trade dynamics. The scholarly focus expanded to earlier historical periods by examining the evolution of business models after World War II. Business history has been shaped by numerous technological, social and economic factors. These include Just-In-Time philosophy, social policies, ideological theories, and management approaches. This chapter begins by examining the contemporary concept of Supply Chain Management, followed by an examination of contemporary supply chain models of some prominent multinational giant companies. These case studies, covering modest logistics practices, are useful tools for understanding the interaction between supply chains and international trade.
After the COVID-19 epidemic closed down, primary suppliers and reduced sales by 60%, Blade + Blue, a menswear manufacturer, started manufacturing 7,000 face masks per week using basic cotton fabric. One of the numerous businesses that changed course to satisfy the evident need for masks is Blade + Blue. However, some impromptu SC solutions seem to be implemented concepts. For instance, Amazon's founder Jeff Bezos encourages his staff to adopt an entrepreneurial attitude known as “Day 1,” acting as though every day is the company's first. Novel SC innovations, such delivery drones and retail outlets without clerks, are the result of the Day 1 mindset. Innovative SC strategies were crucial in the COVID-19 outbreak. There is proof that creative types are more likely to spot and seize fresh business chances. The degree to which an organization's processes exhibit autonomy, innovativeness, risk-taking, proactiveness and competitive aggressivenesis known as entrepreneurial orientation. It could be beneficial to apply the idea of entrepreneurial orientation to supply chain management.
The expansion of e‐commerce has increased scholarly interest in Business‐to‐Customer (B2C) last‐mile delivery (LMD). LMD occurs in a unique logistical context and presents many new, evolving challenges worthy of scholarly investigation. While most LMD studies emerged after 2018, existing literature reviews predate the “ boom .” Current reviews have focused at the macro‐level, considering LMD secondarily within broad topics like omni‐channel or micro perspectives that address granular issues like transportation within LMD. The majority of studies have focused on analytical models that investigate different concerns compared to conceptual and empirical studies. Our study examines an up‐to‐date sample of 104 articles in LMD literature from a process, meso‐level perspective. We develop a framework, classifying studies around pre‐delivery, delivery, and post‐delivery activities that produce valuable insights linking these activities. We synthesize the prior literature and offer a research agenda that incorporates different stakeholder perspectives and identifies methodological opportunities. The analysis reveals several areas of future research that were validated and enhanced by practitioner interviews.
Middle‐range theory (MRT) refers to conceptualizations that apply to some, but not all, contexts. While MRT sacrifices generalizability, it yields rich, actionable insights in the contexts where it applies. With MRT's history of industry grounding, the supply chain field offers a strong fit for the development of MRT, but arguably this potential has been underexploited by supply chain management (SCM) researchers. Several conceptual articles have encouraged greater use of MRT and offered important tips, but no step‐by‐step demonstrations appear in the literature. Such a demonstration could guide supply chain scholars seeking to better implement MRT as well as lead other scholars to start pursuing MRT. In this article, we develop a five‐step process and apply it using an MRT (i.e., warm glow theory) and a series of experiments. The experiments focus on how local businesses might shape demand in their favor during societal crises. We discuss how the results inform local businesses and the crisis context but may have limited generalizability to other organizations and normal conditions. Overall, we describe and explain a systematic and viable approach, albeit not the only viable approach, for using MRT to advance SCM research.
The objective of this study is to propose a framework for organizing and evaluating digital transformation practices and trends amid the recent public crisis caused by the COVID-19 pandemic. In doing so, we provide a systematic review of 160 empirical articles on digital transformation during the pandemic published in 63 academic journals across disciplines such as marketing, management, business, and economics from 2020 to 2023. Our theoretical, methodological, and thematic analysis reveals how digital transformation has been accelerated in various interactions taking place at the organization-consumer, intra-organizational, organization-employee, inter-organizational, and organization-government levels. This analysis yields valuable insights into digital transformation practices amid the pandemic, presenting important practical implications for individuals, organizations, and governmental entities. Finally, various directions for future research on digital transformation in exogenous crises are recommended based on input by academics in the field, which helps to further expand its boundaries.
Entrepreneurial fear of failure is a ubiquitous yet aversive experience with critical implications for entrepreneurial action and well-being. To understand how entrepreneurs can effectively cope with fear-inducing obstacles, we hypothesize and experimentally test the extent to which self-compassion, cultivated through Loving-Kindness Meditation (LKM), counteracts entrepreneurs’ fear of failure when facing a threatening venture obstacle. Compared to an active control group, entrepreneurs exposed to a brief guided LKM showed higher self-compassion, which, in turn, was associated with lower fear reactivity. We offer novel contributions to entrepreneurship theory and practice by highlighting the role of meditation and self-compassion in building entrepreneurial resilience.
Ongoing debate surrounds the relative importance of theory and practice within supply chain research. Some contend that strong theory is central to knowledge advancement and its application to practice should be a secondary concern. Others argue that emphasizing theory moves the field away from its applied roots and the concerns of managers. We transcend this debate by proposing that theory and practice are separate dimensions rather than opposing concerns. Research projects can thus be strong in terms of both theory and practice, weak on both, or strong on one and weak on the other. We propose that placement within the first category requires scholars to devise research that is AIM—actionable (i.e., it provides a basis for making changes), insightful (it provides new ideas on important issues), and measurable (its effects can be quantitatively assessed). The impact of such research is magnified or dampened by the degree to which scholars achieve theoretical contextualization (i.e., adjusting the theory to reflect the setting under investigation) and theoretical calibration (i.e., alignment between theory and methods). Because “AIMing high” can deliver strong value for both scholars and managers, we encourage scholars, editors, and reviewers to embrace it in the development and evaluation of research.
In this article, the authors discuss how an emerging research stream, which they term resource orchestration, has the potential to extend the understanding of resource-based theory (RBT) by explicitly addressing the role of managers’ actions to effectively structure, bundle, and leverage firm resources. First, the authors review this emerging stream by comparing two related frameworks, resource management and asset orchestration. This comparison leads to their integration, which enables a more precise understanding of managers’ roles within RBT. Then the authors discuss what is known and what remains to be known about resource orchestration. This leads to in-depth reviews of three areas where research on resource orchestration can be used to extend RBT. These areas are (1) breadth (resource orchestration across the scope of the firm), (2) life cycle (resource orchestration at various stages of firm maturity), and (3) depth (resource orchestration across levels of the firm). They close with a discussion of future research that will extend resource orchestration and contribute to a more robust RBT.
The Service Recovery Paradox (SRP) has emerged as an important effect in the marketing literature. However, empirical research testing the SRP has produced mixed results, with only some studies supporting this paradox. Because of these inconsistencies, a meta-analysis was conducted to integrate the studies dealing with the SRP and to test whether studies' characteristics influence the results. The analyses show that the cumulative mean effect of the SRP is significant and positive on satisfaction, supporting the SRP, but nonsignificant on repurchase intentions, word-of-mouth, and corporate image, suggesting that there is no effect of the SRP on these variables. Additional analyses of moderator variables find that design (cross-sectional versus longitudinal), subject (student versus nonstudent), and service category (hotel, restaurant, and others) influence the effect of SRP on satisfaction. Finally, implications for managers and directions for future research are presented.
Opportunity is a central concept within the entrepreneurship field, and there is now a critical mass of literature centered on the concept. The authors seek to make two main contributions to this literature. First, we provide a detailed review of research on the opportunity concept and the processes surrounding it, highlighting extant insights and future needs. Second, we describe ways that the entrepreneurship literature’s insights about the opportunity concept could be enhanced by research in other fields, both inside and outside business-related domains.
The Internet has increased the level of importance of the end-consumer market to transportation carriers. In two between subject experiments, carrier disclosure on retail merchant websites is examined as a strategic differentiation strategy. Predictions are offered concerning effects of carrier disclosure strategies on product delivery-related expectations, consumer attitudes, and intentions to purchase a product online. Results from Study 1 reveal significant differences between disclosure and nondisclosure of the carrier for numerous product delivery-related variables, as well as many differences between the six carriers examined in this first study. Study 2 extends these findings by showing that providing consumers with a choice of carrier leads to increased levels of satisfaction with the online experience and greater willingness to buy, relative to nondisclosure and disclosure strategies.
A field study of 29 resource-constrained firmsthat varied dramatically in their responses to similar objective environmentsis used to examine the process by which entrepreneurs in resource-poorenvironments were able to render unique services by recombining elements athand for new purposes that challenged institutional definitions and limits.We found that Lévi-Strauss’s concept of bricolage—making do with what isat hand—explained many of the behaviors we observed in small firms that wereable to create something from nothing by exploiting physical, social, orinstitutional inputs that other firms rejected or ignored. We demonstrate the socially constructed nature of resource environments andthe role of bricolage in this construction. Using our field data and theexisting literature on bricolage, we advance a formal definition ofentrepreneurial bricolage and induce the beginnings of a process model ofbricolage and firm growth. Central to our contribution is the notion thatcompanies engaging in bricolage refuse to enact the limitations imposed bydominant definitions of resource environments, suggesting that, forunderstanding entrepreneurial behavior, a constructivist approach to resourceenvironments is more fruitful than objectivist views. (Publisher’sAbstract)
We address current criticisms of the RBV (oversight of dynamism, environmental contingencies, and managers' role) by linking value creation in dynamic environmental contexts to the management of firm resources. Components of the resource management model include structuring the resource portfolio; bundling resources to build capabilities; and leveraging capabilities to provide value to customers, gain a competitive advantage, and create wealth for owners. Propositions linking resource management and value creation are offered to shape future research.
Two theories of entrepreneurial action - Discovery Theory and Creation Theory - are discussed. While Discovery Theory and its assumptions have been addressed in the literature, neither the assumptions of Creation Theory nor how they are related to the assumptions of Discovery Theory have yet been discussed. The empirical implications of these two theories for research on entrepreneurial action, generally, and for three specific entrepreneurial actions - entrepreneurial decision making, business planning, and new venture financing - in particular, are then discussed. It is shown that these two theories will often make contradictory predictions about the effects of entrepreneurial actions on the ability of entrepreneurs to produce new products or services.
Although recovery activities are primarily managed by the operations function, service recovery has received little attention in the operations management literature. This paper outlines a framework for examining the service recovery process and then reports on an empirical study to test this framework. The results not only validate much of what is anecdotally claimed by researchers and casual observers of service industries, but also highlight the role of operational activities in service recovery. The paper then points to the need for an array of operations‐based research efforts that will lead to better understanding of the recovery process and to more empirically based descriptive and prescriptive models.
The COVID‐19 pandemic paralyzed the world and revealed the critical importance of supply chain management – perhaps more so than any other event in modern history – in navigating crises. The extensive scope of disruption, massive spillover of effects across countries and industries, and extreme shifts in demand and supply that occurred during the COVID‐19 pandemic illustrate that pandemics are qualitatively different from typical disruptions. As such, pandemics require scholars to take a fresh look at what lenses offer understanding of supply chain phenomena in order to help supply chain managers better prepare for the next pandemic and foster transiliency (i.e., the ability to simultaneously restore some processes and change – often radically – others). To help scholars and managers achieve these aims, we offer an agenda for supply chain management research on pandemics by considering how the key tenets of well‐known and emergent theories can illuminate challenges and potential solutions. Specifically, we consider how resource dependence theory, institutional theory, resource orchestration theory, structural inertia, game theory, real options theory, event systems theory, awareness‐motivation‐capability framework, prospect theory, and tournament theory offer ideas that can help scholars build knowledge about pandemics’ effects on supply chains as well as help managers formulate responses.
This article is protected by copyright. All rights reserved
The Buy‐Online‐and‐Pickup‐in‐Store (BOPS) service has been widely treated by retailers as an important omni‐channel initiative. However, few studies have attempted to quantify the impact of BOPS usage on subsequent purchase behaviors or examine the critical roles of offline stores in the value generation of BOPS. Thus, through 25,724 BOPS instances used by 16,202 unique customers via a hybrid retailer, this study investigated the impact of customers’ BOPS usage on their online and offline purchase frequency and purchase amount. The moderating effect of offline store factors was investigated based on data from a focal retailer consisting of 110 stores in four cities. Using a combination of propensity score matching and difference‐in‐difference (DID) identification, our research found the significant positive effects of BOPS usage on offline purchase frequency and online purchase amount. We also found nuanced moderating effects of offline store characteristics (i.e., store density, product variety, and competition intensity) in the influence of BOPS usage on purchase behaviors. Our study thus generates important theoretical and practical implications for omni‐channel operations.
Following supplier-induced disruptions, suppliers may undertake recovery actions in hopes of reducing damage to the focal exchange with buyers. While research shows that the absence of suppliers’ recovery actions almost always leads to a deteriorated relationship, it is less clear if—or more likely when—the presence of suppliers’ recovery actions restores a relationship. Accordingly, we examine a specific set of suppliers’ recovery actions in light of important considerations—i.e., disruption severity, suppliers’
dependence, and buyers’ supply chain risk uncertainty. Through the lens of signaling theory, we frame supplier-induced disruptions as negative signals from suppliers (signalers) to buyers (receivers) and
suppliers’ recovery actions as positive signals. We theorize that these mixed signals unfold in different
buyers’ perceptions due to the aforementioned contextual considerations. Using the critical incident
technique to capture disruption events, we find that the messages of suppliers conveyed through their
recovery actions may or may not be “loud and clear,” depending on the context. In doing so, our results
reveal substantive guidance for suppliers’ use of recovery actions to combat the negative perception of
supplier-induced disruptions. Likewise, the results are also promising for buying companies seeking to
develop (i.e., improve) supplier performance.
How can new ventures successfully distinguish themselves from competitors and incumbents while also ensuring that the new venture is seen as legitimate and appropriate? This tension is challenging. If a new venture is not seen as legitimate, usually by conforming to typical models of firms in its category, it will struggle to access resources, attract customers, satisfy regulators and curry favor from other stakeholders. This makes commercialization challenging. At the same time, entrepreneurs must convince customers, investors, and suppliers that their nascent firm is offering something new and valuable. This is the challenge of optimal distinctiveness: how different can and should firms be? Prior research addressing the challenge of optimal distinctiveness has suggested that firms strike a strategic balance between conformity for legitimation and competitive differentiation, and also that firms should be as different as legitimately possible. While similar, there is ambiguity in these prescriptions. Should firms perfectly balance legitimacy and differentiation, or aggressively differentiate themselves beyond a base level of legitimacy? How to achieve optimal distinctiveness remains unclear. Clouding matters further, how a firm seeks legitimation and pursues differentiation is contextual depending on industry, technology stage, constituents and other factors. This means that the path to optimal distinctiveness likely demonstrates equifinality. We adopt a configurational approach, exploring optimal distinctiveness in the context of newly commercializing Canadian clean technology firms. We consider how firms use differentiating framing and collaboration strategies in the context of radical technology, incumbent dependency, relevant entrepreneurial experience, and presence in international markets. Rather than assuming a singular point of optimal distinctiveness, we explore how different combinations of strategies and conditions can lead to successful commercialization. Methodologically, we adopt an exploratory qualitative comparative analysis (QCA) approach. Our study elaborates theory on optimal distinctiveness by developing the notion of a legitimacy threshold. We argue that successfully commercializing firms are those that seek levels of differentiation that go beyond merely striking a strategic balance. In the process we identify combinations of strategies and contextual conditions associated with successful commercialization as well as non-commercialization.
The impression of entrepreneurship as an intentionally orchestrated activity has been challenged by more creative approaches. In this study we investigate the previously unexplored relationships between entrepreneurial passion, bricolage, and entrepreneurial survival. In a sample of 2489 Finnish entrepreneurs who started new businesses between 2005–2010, we find higher levels of bricolage among those, whose businesses were still surviving in the end of 2011. Further, our analyses reveal that entrepreneurs who are passionate about inventing and developing their ventures are more likely to engage in bricolage and, combined, the affective state of passion and the “make-do” behaviors of bricolage help entrepreneurs keep their businesses going.
The primary purpose of this article is to clarify the nature of the entrepreneurial orientation (EO) construct and to propose a contingency framework for investigating the relationship between EO and firm performance. We first explore and refine the dimensions of EO and discuss the usefulness of viewing a firm's EO as a multidimensional construct. Then, drawing on examples from the EO-related contingencies literature, we suggest alternative models (moderating effects, mediating effects, independent effects, interaction effects) for testing the EO-performance relationship.
A systematic review of the entrepreneurship literature on fear published up to 2014 highlights several key characteristics. First, the predominant focus in research examining the emotion of fear in entrepreneurship is on the specific concept of fear of failure. However, this literature shows a lack of precision in the conceptualization and operationalization of this construct. The impact of the experience of fear on individual cognition and behaviour can be beneficial as well as detrimental. Despite this dualistic nature, to date, fear is examined as only a barrier to entrepreneurial behaviour. This review reveals a clear dichotomy in the literature, with significantly more focus on fear as a trait that distinguishes between people than as a temporary state that is commonly experienced by many people. Defining fear of failure as a context-specific phenomenon, this paper explains the importance of focusing on the temporary cognitive and emotional experience of fear and use conceptual observations as a platform to develop an agenda for future research.
History and the daily newspaper provide examples of policy decisions made by groups that resulted in fiascoes. The making of such decisions is frequently attributed to the groupthink phenomenon. A different perspective on the occurrence of policy fiascoes, prospect polarization, is offered. This approach employs, in addition to the pressures for uniformity of groupthink, the notions of framing effects, risk seeking in the domain of losses, and group polarization. The applicability of these theoretical mechanisms to several notorious decision fiascoes, past and present, is discussed.
In today’s global business environment, supply chains have increased in both length and complexity. This increase in length and complexity coupled with a focus on improving efficiency, such as lean manufacturing practices, may lead to higher levels of supply chain risk where the likelihood of a disruption severely impacting supply chain performance increases. Resilient supply chains have been touted as a means to reduce the likelihood and severity of supply chain disruptions. However, there is little empirical evidence relative to the factors that contribute to or detract from supply resiliency. Using systems theory and the resource-based view of the firm as the theoretical underpinnings, this study provides an in-depth systematic investigation of supply resiliency. Adopting a theory-building approach based on a multi-industry empirical investigation, this study derives empirical generalizations linking 19 supply chain characteristics to supply resiliency. The study culminates in a framework that could be used to assess the level of resiliency in a supply base. Building on this framework, the study also provides a supply resiliency matrix that can be utilized to classify supply chains, or supply chains segments according to the level of resiliency realized. This article concludes by proposing several future research directions and issues that may be investigated in more detail.
We explored the effect of having a creative personality on the identification of business opportunities and the tendency to start businesses. Examining a sample of 3242 twins from the United Kingdom, which we surveyed in 2011, we confirmed that people with creative personalities are more likely than others to identify business opportunities and start businesses. We investigated how much of these associations are accounted for by a shared genetic etiology and found that common genetic influences account for a significant fraction of them. We discuss the implications of our findings for research on creative personality, opportunity recognition and entrepreneurship.
The September 11, 2001, terrorist attacks stunned Americans. They also created new and unprecedented challenges for public administration, in theory and practice. A careful look at these challenges, however, reveals a familiar core: At its foundation, homeland security is about one of public administration's oldest puzzles—coordination. Although the field has a great deal to say about solving this puzzle, homeland security introduces new and especially difficult dimensions: matching place-based problems with functionally organized services; defining and achieving a minimum level of protection that all citizens ought to receive; building a reliable learning system for problems that, with luck, occur only rarely; balancing the new homeland security mission with existing missions that remain important; and meeting citizens' expectations in a fragmented governance system. These challenges demand a new, more effective system of contingent coordination, one that flexibly develops and matches government's capacity to new and unpredictable problems.
This paper addresses the performance consequences of firm-level strategic similarity. Past research observed that firms face pressures to be different and to be the same. By differentiating, firms reduce competition. By conforming, firms demonstrate their legitimacy. Both reduced competition and legitimacy improve performance. This paper begins building a theory of strategic balance by synthesizing the differentiation and conformity perspectives. The theory directs attention to intermediate levels of strategic similarity where firms balance the pressures of competition and legitimation. Empirical support for the theory is found in a longitudinal study of commercial banks. Several suggestions for developing a theory of strategic balance conclude the paper. The theory’s major implication is that firms should be as different as legitimately possible.
This article bridges two important subjects in strategy: competitor analysis and interfirm rivalry. Through a refined conceptualization of competitor analysis, the article introduces two firm-specific, theory-based constructs: market commonality, developed from the literature on multiple-point competition, and resource similarity, derived from the resource-based theory of the firm. The joint consideration of these two constructs shows the complementarity of these two prominent but contrasting strategy theories. Each firm has a unique market profile and strategic resource endowment, and a pair-wise comparison with a given competitor along these two dimensions will help to illuminate the prebattle competitive tension between these two firms and to predict how a focal firm may interact with each of its competitors. The idea of competitive asymmetry is introduced, that is, the notion that a given pair of firms may not pose an equal degree of threat to each other. To illustrate competitor mapping, measures of these two constructs are proposed, and an example is offered. The article ends with a number of implications for research and practice.
By viewing cooperation and different types of conflicts as “co-opetition” factors in a manufacturer–distributor supply chain, this paper provides a conceptual model for examining the effects of cooperation and conflicts on a manufacturer's knowledge acquisition process and for exploring the moderating effects of a distributor's entrepreneurial orientation on the relationships between co-opetition factors and the manufacturer's knowledge acquisition. This conceptual model is tested with 225 dyad samples from manufacturer–distributor supply chains in China. The results show that cooperation and the type of conflict have both individual and interactive effects on the manufacturer's knowledge acquisition, thus highlighting the importance of the co-opetition perspective on supply chain knowledge management. More importantly, the results show that the entrepreneurial orientation of a distributor positively moderates the relationships between co-opetition factors and a manufacturer's knowledge acquisition, implying that strengthening the distributor's entrepreneurial orientation can improve the efficiency of co-opetition and thereby affect the knowledge acquisition of the manufacturer, and highlighting the importance of blended analysis across the domains of supply chain management and entrepreneurship.
Consumer direct delivery of packages ordered over the Internet has grown at well over 25 % per year over the past 10 years and now accounts for over $100 billion in sales in the U.S. alone. Retailers have rushed to capitalize on what has commonly been labeled multi-channel retailing, while logisticians have faced a challenge in devising efficient methods of delivering billions of packages to customer homes. Inefficient deliveries in this “last mile” of the supply chain have led to numerous business collapses as well as a substantial increase in delivery costs.
We present a study which examines the effect of two factors (customer density and delivery window length) on the overall efficiency of the delivery route. Data are collected based on empirically derived settings from interviews with several practicing managers. Results provide insight for logistics and marketing managers who must balance customer desires for convenience with business desires for efficiency. The data show that offering a 3 hour delivery window is 30–45% more expensive than offering unattended (9 hour delivery window) delivery. The results provide a tool for managers to address the tradeoffs between various settings for the independent variables (customer density and delivery window length) and the overall route efficiency.
Supply chain disruptions and the associated operational and financial risks represent the most pressing concern facing firms that compete in today's global marketplace. Extant research has not only confirmed the costly nature of supply chain disruptions but has also contributed relevant insights on such related issues as supply chain risks, vulnerability, resilience, and continuity. In this conceptual note, we focus on a relatively unexplored issue, asking and answering the question of how and why one supply chain disruption would be more severe than another. In doing so, we argue, de facto, that supply chain disruptions are unavoidable and, as a consequence, that all supply chains are inherently risky. Employing a multiple-method, multiple-source empirical research design, we derive novel insights, presented as six propositions that relate the severity of supply chain disruptions (i) to the three supply chain design characteristics of density, complexity, and node criticality and (ii) to the two supply chain mitigation capabilities of recovery and warning. These findings not only augment existing knowledge related to supply chain risk, vulnerability, resilience, and business continuity planning but also call into question the wisdom of pursuing such practices as supply base reduction, global sourcing, and sourcing from supply clusters.
In a constantly changing global competitive environment, an organization's supply chain agility directly impacts its ability to produce, and deliver innovative products to their customers in a timely and cost effective manner. While the beneficial impact of supply chain agility is generally acknowledged, very little research exists to date addressing how an organization can achieve supply chain agility. This study first presents a framework of an organization's supply chain process flexibilities as an important antecedent of its supply chain agility, and then establishes the key factors that determine the flexibility attributes of the three critical processes of the supply chain—procurement/sourcing, manufacturing, and distribution/logistics. Using empirical data, we develop flexibility and agility scales related to our supply chain agility model, and then test the model. Findings reveal that supply chain agility of a firm is directly and positively impacted by the degree of flexibility present in the manufacturing and procurement/sourcing processes of the supply chain; while it is indirectly impacted by the level of flexibility within its distribution/logistics process. The results also support our view that a firm's supply chain agility is impacted by the synergy among the three process flexibilities in its internal supply chain.
Clarifies the nature of the entrepreneurial orientation (EO) construct and proposes contingency models for investigating the relationship between EO and firm performance. EO is contrasted to entrepreneurship. Entrepreneurship is new entry. Entrepreneurial orientation is the processes, practices, intentions, and decision-making activities leading to new entry. It has five key dimensions: autonomy, innovativeness, risk taking, proactiveness, and competitive aggressiveness. Although all five dimensions are central to understanding the entrepreneurial process, they occur in different combinations, and the factors vary independently in a given context. Contingency theory suggests that congruence among variables (such as environmental and organizational factors) is crucial for optimal performance; hence the relationship between EO and firm performance is context specific. Key contingencies associated with the relationship between EO and performance are identified. Then four alternative contingency models (moderating, mediating, independent and interaction effects) are proposed for the purpose of testing the relationship of EO and performance. The analysis further delineates various organizational characteristics related to each of the four models that may impact firm performance, including the structure chosen, integrating activities, top management team characteristics and the industry. These characteristics may all affect the five dimensions of entrepreneurial orientation and impact performance. (TNM)
Entrepreneurship involves identifying and exploiting entrepreneurial opportunities. However, to create the most value entrepreneurial firms also need to act strategically. This calls for an integration of entrepreneurial and strategic thinking. We explore this strategic entrepreneurship in several important organizational domains to include external networks and alliances, resources and organizational learning, innovation and internationalization. The research in this special issue examines both traditional (e.g., contingency theory, strategic fit) and new theory (e.g., cultural entrepreneurship, business model drivers). The research also integrates, extends, and tests theory and research from entrepreneurship and strategic management in new ways such as creative destruction (discontinuities), resource-based view, organizational learning, network theory, transaction costs and institutional theory. The research presented herein provides a basis for future research on strategic entrepreneurship for wealth creation. Copyright © 2001 John Wiley & Sons, Ltd.
For many firms, using their supply chains as competitive weapons has become a central element of the strategic management process in recent years. Drawing on the resource-based view and theory from the organizational learning and information-processing literatures, this study uses a sample of 201 firms to examine the influence of a culture of competitiveness and knowledge development on supply chain performance in varied market turbulence conditions. We found that synergies exist between a culture of competitiveness and knowledge development: their interaction has a positive association with performance. In addition, based on behavioral and contingency theories, we found that market turbulence moderates these relationships, having a positive influence on the knowledge development–performance link and a negative influence on the culture of competitiveness–performance link. Managers who are confident about the level of market turbulence they will face can use this sense to decide whether to emphasize developing either a culture of competitiveness or knowledge development in their supply chains. For those firms whose managers are unlikely to be able to predict the degree of turbulence they will face over time, a focus on both a culture of competitiveness and knowledge development is critical to ensuring success. Copyright © 2007 John Wiley & Sons, Ltd.
This paper builds on existing theoretical and empirical studies in the area of entrepreneurial opportunity identification and development. It utilizes Dubin's [Theory Building, (second ed.). Free Press, New York, 1978.] theory building framework to propose a theory of the opportunity identification process. It identifies entrepreneur's personality traits, social networks, and prior knowledge as antecedents of entrepreneurial alertness to business opportunities. Entrepreneurial alertness, in its turn, is a necessary condition for the success of the opportunity identification triad: recognition, development, and evaluation. A theoretical model, laws of interaction, a set of propositions, and suggestions for further research are provided.
Although recovery activities are primarily managed by the operations function, service recovery has received little attention in the operations management literature. This paper outlines a framework for examining the service recovery process and then reports on an empirical study to test this framework. The results not only validate much of what is anecdotally claimed by researchers and casual observers of service industries, but also highlight the role of operational activities in service recovery. The paper then points to the need for an array of operations-based research efforts that will lead to better understanding of the recovery process and to more empirically based descriptive and prescriptive models.
Uber eats gains Grubhub lags during Coronavirus pandemic. Motley Fool
- R Duprey
Duprey, R. 2020. Uber eats gains Grubhub lags during Coronavirus pandemic. Motley Fool, April 9. https://www.
fool.com/investing/2020/04/09/uber-eats-gains-grubhub-lags-during-coronavirus-pa.aspx.
To stay in business, this company started making masks. It’s working. CNN
- A Wallace
Wallace, A. 2020. To stay in business, this company started making masks. It's working. CNN, May 18. https://
us.cnn.com/2020/05/18/business/blade-blue-menswear-to-mask-making/index.html.
The challenge of last mile delivery logistics & the technology solutions cutting costs
- S Dolan
Dolan, S. 2018. The challenge of last mile delivery logistics & the technology solutions cutting costs. Business
Insider, May 10. https://www.businessinsider.com/last-mile-delivery-shipping-explained.
Why supply chain agility needs to be the next normal. Logistics Viewpoints
- P Mitchell-Guthrie
Mitchell-Guthrie, P. 2020. Why supply chain agility needs to be the next normal. Logistics Viewpoints, June 2.
https://logisticsviewpoints.com/2020/06/02/supply-chain-agility/.
Periscope research show retailers know they are not delivery omni-channel experiences fast enough
- Periscope
Periscope. 2016. Periscope research show retailers know they are not delivery omni-channel experiences fast
enough [Press release]. https://www.realwire.com/releases/Periscope-Research-Shows-Retailers-Know-They-Are-Not-Delivering-Omnichannel.
To prepare for the next "black swan" event, supply chains should rethink "lean
- Y Jin
- L Ellram
Jin, Y., & Ellram, L. 2020. To prepare for the next "black swan" event, supply chains should rethink "lean." Supply
Chain Dive, April 14. https://www.supplychaindive.com/news/coronavirus-preparing-supply-chains-nextblack-swan-event/576004/.
Drones may one day deliver your Ben & Jerry’s ice cream. Entrepreneur
- M Kan
Kan, M. 2020. Drones may one day deliver your Ben & Jerry's ice cream. Entrepreneur, February 5. https://www
.entrepreneur.com/article/345959.
What is Jeff Bezos’s “Day 1” philosophy? Forbes
- Quora
Quora. 2017. What is Jeff Bezos's "Day 1" philosophy? Forbes, April 21. https://www.forbes.com/sites/
quora/2017/04/21/what-is-jeff-bezos-day-1-philosophy/#3cc608f01052.
To prepare for the next “black swan” event, supply chains should rethink “lean.” Supply Chain Dive
- Y Jin
- L Ellram