Examining the role of knowledge management and technology operating capabilities in the development of customer-centric organisational systems

Abstract: Orientation: Over the years technological competence and knowledge management have grown in significance in relation to strategic management of firms. Research purpose: The aim of the study was to examine the role of knowledge management and technology operating capabilities in the development of customer-centric organisational systems for small and medium enterprises in Zimbabwe. Motivation for the study: The dynamism in the business environment, coupled with the proliferation in technological advancements, is forcing firms to reorient themselves, especially towards customer centrism. Research design, approach and method: Based on a cross-sectional survey conducted on 388 firms in Zimbabwe, this study sought to investigate the influence of knowledge management capabilities and technology operating capabilities on the ability of small and medium enterprises to create customer-centric organisational systems. A five-point Likert scale questionnaire was used to collect data from simple, randomly selected small firms, and structural equation modelling was used to test the direction and significance of the proposed relationships. Main findings: The study found that there are positive relationships between the two dimensions of knowledge management capability and one technological competence dimension. Practical/managerial implications: Because external knowledge searches have become progressively significant for small and medium enterprises to attain and maintain a competitive advantage, the study findings demonstrate that knowledge acquisition and transformation are also essential for firms to create customer-oriented organisational systems. Contribution/value-add: The novelty in this study is that it decomposes absorptive capacity and technological competences and assesses the individual dimensions’ influence on the dependent variable, thereby enhancing exhaustive understanding while avoiding theoretical misspecifications and empirical contradictions

An empirical investigation on the deployment of Operational excellence in SMEs

Purpose: This study investigates the quantitative aspect of the various strains of Operational excellence (OE) and “Competitive-potential (CP)” in the SME sector. It has five steps, i.e., identifying the key performance constructs of OE and their hypothesized relationship pattern from literature, validating these constructs through factor analysis, formalizing their empirical relationships by structural-equation-modeling (SEM), path analysis of performance constructs with the empirical results, and lastly proposing a framework for OE deployment in SMEs. Design/methodology/approach: Data for the deployment scores of Operational excellence procedures (OEPs) were collected through a structured questionnaire survey. Nine hundred participants from a stratified random sample were approached for the survey, and 473 responses were received. Sample stratification was based on Gender, Education, Experience, Position, Department, and Industry. Respondents had 5 to 30 years of experience managing manufacturing operations, holding the Manager position and above. Findings: The path analysis of the structural model provides unique insights into OE’s practical aspects in SMEs (Small and Medium Enterprises). Such as Contractual-conformance and Process-efficiency play pivotal roles as both have a significant positive impact on CP. Supplier efficacy, Consistency, and Product-excellence do not improve CP unless mediated by Contractual-conformance or Process-efficiency. Research limitations/implications: The study provides important implications for academia, policymakers, and managers. The study identifies and validates the operational excellence key performance practices and proposes a framework for manufacturing organizations. SME managers can follow the framework to develop effective operational excellence strategies to help them achieve their organizational goals. Additionally, the study emphasizes the need for continuous culture in SMEs, which will help to support operational excellence deployment. Overall, the implications presented in the study will help SMEs to enhance their competitiveness and operational performance. Originality/value: The study explores the empirical investigation of the operational excellence deployment in SMEs. The study uses a mixed method approach for research design, including qualitative and quantitative approaches, and uses SEM to test the proposed framework. Validation of OE’s six key performance constructs and establishing their empirical relation is an attempt to advance the Operations excellence theory. Unlike large enterprises, SMEs demonstrate an incohesive response to the practices pertaining to Supplier efficacy, Consistency, and Product-excellence. This unique response pattern requires special treatment, which is incorporated into the proposed framework