Supply management capabilities in SMEs and their effects on operations performance: A conceptual framework

Joshua Ofori-Amanfo; Luisa Delfa Huaccho Huatuco; Thomas Burgess; Nicky Shaw

Supply management capabilities in SMEs and their effects on operations performance: A conceptual framework

Joshua Ofori-Amanfo, Luisa Delfa Huaccho Huatuco, Thomas Burgess, Nicky Shaw

The York Management School

Research output: Contribution to conference › Paper › peer-review

Abstract

The paper conceptualises supply management capabilities (SMCs) in Small and Medium Enterprises (SMEs) and analyses their effects on operations performance. A critical analysis of the strategy, supply management and operations performance literature is provided, based on the dynamic capabilities and the relational views of the firm. The conceptual framework consists of firms’ attributes, SMCs and operations performance. Six hypotheses relating SMCs and operations performance whereas four hypotheses relating firm’s attributes and SMCs are provided. SMEs in particular could benefit from understanding how to better use their SMCs in order to improve their operations performance. Limited previous research is reported in the literature on SMCs in SMEs. This conceptual paper contributes theoretically to the field by examining the firm’s attributes, SMCs and their effects on operations performance.

Original language	English
Number of pages	26
Publication status	Published - 6 Sept 2016
Event	British Academy - Newcastle University Business School, Newcastle, United Kingdom Duration: 6 Sept 2016 → 8 Sept 2016

Conference

Conference	British Academy
Country/Territory	United Kingdom
City	Newcastle
Period	6/09/16 → 8/09/16

Cite this

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title = "Supply management capabilities in SMEs and their effects on operations performance: A conceptual framework",

abstract = "The paper conceptualises supply management capabilities (SMCs) in Small and Medium Enterprises (SMEs) and analyses their effects on operations performance. A critical analysis of the strategy, supply management and operations performance literature is provided, based on the dynamic capabilities and the relational views of the firm. The conceptual framework consists of firms{\textquoteright} attributes, SMCs and operations performance. Six hypotheses relating SMCs and operations performance whereas four hypotheses relating firm{\textquoteright}s attributes and SMCs are provided. SMEs in particular could benefit from understanding how to better use their SMCs in order to improve their operations performance. Limited previous research is reported in the literature on SMCs in SMEs. This conceptual paper contributes theoretically to the field by examining the firm{\textquoteright}s attributes, SMCs and their effects on operations performance.",

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T1 - Supply management capabilities in SMEs and their effects on operations performance

T2 - British Academy

AU - Ofori-Amanfo, Joshua

AU - Huaccho Huatuco, Luisa Delfa

AU - Burgess, Thomas

AU - Shaw, Nicky

PY - 2016/9/6

Y1 - 2016/9/6

N2 - The paper conceptualises supply management capabilities (SMCs) in Small and Medium Enterprises (SMEs) and analyses their effects on operations performance. A critical analysis of the strategy, supply management and operations performance literature is provided, based on the dynamic capabilities and the relational views of the firm. The conceptual framework consists of firms’ attributes, SMCs and operations performance. Six hypotheses relating SMCs and operations performance whereas four hypotheses relating firm’s attributes and SMCs are provided. SMEs in particular could benefit from understanding how to better use their SMCs in order to improve their operations performance. Limited previous research is reported in the literature on SMCs in SMEs. This conceptual paper contributes theoretically to the field by examining the firm’s attributes, SMCs and their effects on operations performance.

AB - The paper conceptualises supply management capabilities (SMCs) in Small and Medium Enterprises (SMEs) and analyses their effects on operations performance. A critical analysis of the strategy, supply management and operations performance literature is provided, based on the dynamic capabilities and the relational views of the firm. The conceptual framework consists of firms’ attributes, SMCs and operations performance. Six hypotheses relating SMCs and operations performance whereas four hypotheses relating firm’s attributes and SMCs are provided. SMEs in particular could benefit from understanding how to better use their SMCs in order to improve their operations performance. Limited previous research is reported in the literature on SMCs in SMEs. This conceptual paper contributes theoretically to the field by examining the firm’s attributes, SMCs and their effects on operations performance.

M3 - Paper

Y2 - 6 September 2016 through 8 September 2016

ER -