Title: Components of supply chain practices: an empirical study and implications for new international ventures

Authors: Christian N. Madu, Chu-hua Kuei, Wing S. Chow, Nelson Oly Ndubisi

Addresses: Department of Management and Management Science, Lubin School of Business, Pace University, 1 Pace Plaza, N.Y. 10038, New York, USA. ' Department of Management and Management Science, Lubin School of Business, Pace University, 1 Pace Plaza, N.Y. 10038, New York, USA. ' Department of Finance and Decision Sciences, School of Business, Hong Kong Baptist University, 224 Waterloo Road, Kowloon Tong, Kowloon, Hong Kong. ' Nottingham University Business School, The University of Nottingham, 43500 Semenyih, Selangor, Malaysia

Abstract: This paper identifies the key components of operations management in the 21st century. These components are used to develop a conceptual model that consists of four constructs: operations practices, operations concerns, system capability, and organisational performance. Using data collected from Hong Kong, the paper shows that operations concerns are significantly correlated with operations practice, which influences operations system|s efficiency and effectiveness. The data further showed that operations concerns are associated with system capabilities. Operations concerns have positive impacts on business performances. Operations practices and system capabilities are also positively correlated. The presence or absence of three major operations initiatives: Six Sigma, ERP, and supplier partnership are identified. The results show that firms with different strategic intents, unique set of action plans and foci, are more efficient and effective. The empirical results could be used to improve operations strategy. The outcomes of the study are also important for new international ventures or international entrepreneurship as they prepare to take on the global market.

Keywords: SCM; supply chain management; enterprise resource planning; ERP; Six Sigma; supplier partnerships; business performance; new ventures; international ventures; operations management; operations practices; operations concerns; system capabilities; organisational performance; Hong Kong; system efficiency; system effectiveness; positive impacts; strategic intents; action plans; foci; operations strategy; global markets; international entrepreneurship; innovation management; internationalisation; international strategies; small and medium-sized enterprises; SMEs.

DOI: 10.1504/IJEIM.2011.039822

International Journal of Entrepreneurship and Innovation Management, 2011 Vol.13 No.3/4, pp.263 - 281

Available online: 20 Apr 2011 *

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