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Showing 2 results for Capabilities
The Product-Service Systems Supply Chain Agility Readiness: an Exploratory Analysis of a Development of Construct and Instrument
Dian Dewi, Yustinus Hermanto, Martinus Sianto, Jaka Mulyana, Dian Trihastuti, Ivan Gunawan,
Volume 35, Issue 2 (6-2024)
Abstract
Supply chain agility (SCA) has emerged as a significant focus for industries and businesses, serving as a cornerstone for gaining a competitive edge and playing a pivotal role in supply chain management. This importance is further underscored in the context of Product–Service Systems (PSS), which involve the development of both products and services. Despite the existing body of research on SCA and PSS, there has been a notable dearth of empirical studies examining the readiness of PSS SCA. This study makes a substantial contribution by developing a valid and reliable framework to assess the readiness of PSS for supply chain agility. The process involves defining domains, generating items, analyzing agreement among raters, testing for response bias, and conducting exploratory and confirmatory factor analyses. Using structural equation modeling, the model's validity and reliability were evaluated through an online survey with 405 participants from official motorcycle service partners. The findings identify six key capability constructs: collaboration, knowledge transfer, service partner development, information sharing, logistic integration and supply chain agility. This examination of PSS SCA readiness and its constructs provides a validated tool for industry practitioners to enhance their supply chain agility. 

Evaluating the Customer Value Creation Process in Small and Medium Enterprises: A Case Study of the Tile and Ceramic Industry
Hossein Mohebbi, Zahra Abbasi Meybodi,
Volume 37, Issue 2 (6-2026)
Abstract

Customer value creation is a critical determinant of organizational success and competitiveness in emerging industries. This study evaluates the efficiency of the customer value creation process in 33 small and medium-sized enterprises (SMEs) in the tile and ceramic industry, with a focus on the interaction between strategic entrepreneurship and organizational innovation capabilities. To achieve this, a two-stage network data envelopment analysis (NDEA) integrated with cooperative game theory is developed, providing a rational framework to resolve potential conflicts between different stages of value creation. In the first stage, strategic entrepreneurship components are considered as input factors, while in the second stage, organizational innovation capabilities act as intermediate variables driving final customer value creation. The analysis is conducted under variable returns to scale, accounting for surplus inputs and outputs. Results indicate that the main inefficiencies originate in the second stage, where weak transformation of innovation capabilities into tangible customer value has a stronger negative impact than deficiencies in entrepreneurial activities. Enhancing the synergy between opportunity identification and innovation utilization offers practical implications for improving SME competitiveness and operational performance. By addressing a research gap in which strategic entrepreneurship and innovation capability are rarely integrated within a unified efficiency framework, this study introduces a novel two-stage analytical approach that can be applied to value creation analysis in emerging industries


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