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  • 1.
    Beheshti, Hooshang M.
    et al.
    Radford University.
    Oghazi, Pejvak
    Linnaeus University, School of Business and Economics, Department of Marketing.
    Mostaghel, Rana
    Linnaeus University, School of Business and Economics, Department of Marketing.
    Hultman, Magnus
    Leeds University Business School.
    Supply chain integration and firm performance: an empirical study of Swedish manufacturing firms2014In: Competitiveness Review: an international business journal, ISSN 1059-5422, E-ISSN 2051-3143, Vol. 24, no 1, p. 20-31Article in journal (Refereed)
    Abstract [en]

    Purpose – This article aims to explore the impact of supply chain integration on the financial performance of Swedish manufacturing firms.

    Design/methodology/approach – The literature review provided the foundation for the development of the survey instrument and hypotheses for the study. In addition, the survey instrument was tested by the experts in the field and modified before it was sent to the managers in the survey group.

    Findings – The findings show that supply chain integration at any level is beneficial to the financial well being of the firm. Companies with total supply chain integration reported the highest level of financial performance.

    Research limitations/implications – Data were collected from Swedish manufacturing firms without regard to the size of the firm. The results show that supply chain integration is beneficial at any level.

    Practical implications – The findings will assist managers with decisions regarding supply chain integration and its role as a critical factor in improving the financial performance of manufacturing companies.

    Originality/value – Limited empirical studies have been conducted in this area, especially in Sweden. This study provides insight for manufacturing managers with regard to the importance of supply chain management and the competitive nature of business in the global market.

  • 2.
    Philipson, Sarah
    University of Gävle.
    Radical innovation of a business model - is business modelling a key to understand the essence of doing business?2016In: Competitiveness Review: an international business journal, ISSN 1059-5422, E-ISSN 2051-3143, Vol. 26, no 2, p. 1-16Article in journal (Refereed)
    Abstract [en]

    Purpose“Business model” emerged fairly recently as an academic concept; competing with “sustainable strategic competitiveness”, “strategic fit” (Porter, 1996), and “dominant logic” (Prahalad & Bettis, 1986) to give key explanatory understanding of firm performance.This paper investigates key antecedents to the use of radical innovation of the business model of a service firm to achieve competitive advantage.

    Design/methodology/approachThe article is based on action research, in which the re-engineering of a service business turned into radical innovation of the business model.

    FindingsRadical innovation (conceived of as a new dominant logic) of the business model of a service firm is shown to give sustainable competitive advantage.It shows how fundamental the concept of business model is to understanding the nature of the business, and links it to fundamental academic discussion of recent decades around concepts such as “sustainable competitive advantage”, “structural capital” and “tacit knowledge”.

    Research limitations/implicationsThis is based on a case and more research is needed to generalize the findings.

    Practical implicationsIn contrast to the knowledge management and structural capital evangelization, much tacit knowledge cannot be converted to structural capital.

    Originality/valueBusiness model is a central concept to understand business performance, but must not be conceived as all-encompassing. We give a model for what the concept should cover and contrast it to other important models.We show the role of tacit knowing in a business model.

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