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PLS Path Model for Antecedents of Competitive Advantage and Financial Performance for SMEs, Thailand
Assoc Prof. Boonthawan Wingwon, PhD., Department of General Management, Lampang Rajabhat University, Thailand
Assoc Prof. Montree Piriyakul, PhD., Department of Statistics, Ramkhamhaeng University, Thailand
Abstract
This research study was on the path model for antecedents of competitive advantage and financial performance of SME’s with the key objective to view the level of effect of antecedents together with the mediation role of logistics, operation and marketing performances as the connected link of the entrepreneurship and leadership toward the competitive advantage and financial performance. The study was also extended to include the comparison of competitive advantage and financial performance of various types of organization profile. The analysis was based on 450 responded questionnaires from random sampling of SMEs General Managers at the Northern Region of Thailand by applying the SEM and comparing the competitive advantage and financial performance through MANOVAtechnique. The study revealed the performance of logistics, operation and marketing had direct effect toward the competitive advantage and financial performance of SME’s while the leadership and the entrepreneurship had indirect effect through these 3 mediators. In addition, the difference among most organization profiles had no effect toward the competitive advantage and financial performance with the exception of the employee numbers and the source of funds.
Keywords: Entrepreneurship, Competitive Advantage, Financial Performance, SMEs
Introduction
Both small and medium enterprises were established with the similar key objectives of achieving the highest profits for the business survival which had to rely on the sale of products or services. It is inevitably that many enterprises produced similar products or services and they had to seek for directions and to utilize appropriate strategies to generate higher sales or market shares. Hence, the enterprises to be able to compete with other enterprises would required tobuild the competitive advantage (Porter, 1980) which consisted of 3 main strategies, i.e. (1) cost leadership strategy (2) differentiation strategy and (3) focus strategy. Each enterprise selected appropriate strategy to suit their business context and environment (Wingwon, 2007b, p. 58).
Nevertheless, the advantage or strength is the element that each enterprises attempt to generate but it is not easy for them to construct one. The most importance key factor were the core competency of the organization which must to be strive to generate one by the means of share learning and the development of learning organization. The management must then pool all the knowledge and know-how which were gather throughout the years by each individual to create innovation for the organization. Therefore, the competitive advantage is the important element and must be valued by the management under the fierce competition together with the uncontrollable external factors, e.g. the Free Trade Agreement, the interest rate, the rising trend of energy cost and the flood of overseas products. The management must have capable strategies to complete within the country and with overseas countries.
The basis important factor in building the competitive advantage is the knowledge with continue and creative learning which led to the innovation for the organization.The key important strategies were (1) Good research and development (2) Potential of new product development (3) Advance production process (4) Joint in experience and knowledge transferand (5) good management. Therefore, the management must have suitable strategies whichled to the competitive advantage and in addition it would enhance the country competitiveness against other rival countries (Wingwon and Piriyakul, 2010, Asasongtham, 2005). The business competency could be developed from the combination of asset, workforces and process or the capability to utilize the available resources in generate outcome which could be measured on effectiveness, efficiency, response speed and the quality of the organization. (Barringer and Iveland, 2008) Therefore, the basis capability of the organization is the strength of the organization which led to competitive advantage.
But the changing environment had forced the entrepreneur to face with the issues and constraints in operating the business which Sakulsurarat (2007, p 68); Bosma, Praag and Wit (2000) summarized that (1) Marketing and the more fierce competition, in particular the internal market with declining purchasing power and followed by the competition with the new overseas arrival (2) Finance issuewhich mainly on the main cash flows from the commercial bank loans and followed by the from the business revenue and the retaining earning of the business, private fund, private loan and loan from the governmental finance institution which arose from the unable to loanfrom the commercial bank due to lack of collateral and followed by the complication indealing with the financial institution with non standard accounting system.(3) Governmentpolicy and regulations which entrepreneur viewed the corporate tax system of the large, medium and small enterprises is not fair as the competitive competency of small andmedium enterprises were at lower level than the large enterprise and also with weaker finance stability. (Nguyen, Neck and Nguyen, 2008) So there should be certain lower exemption on the revenue taxes than the large enterprises.The important government policy issue is too many bureaus without integration among them. (4) Human resource and labor issues were the higher level of labor movement and the lack of skill workers. (5) The administrative management issue is the non standard family business management. Therefore, the increase of competition would deteriorate the customer response of which in turn would lead the business to face with the long term competition.These described circumstances had directed to the objectives of this research.
Theoretical Foundation
In order to investigate the model causality originated from entrepreneurship, there must be at least two theories realized, i.e. Entrepreneur Theory and Resource Based View of the firm (RBV). As Entrepreneur Theory, the entrepreneurs were the risk taker, arbitrator, innovator, manager, capitalist and also as leader (Bosma, Praag and Wit, 2000). With this profile of profit, employment generation and survival were the organization environments which must be emphasized in order to achieve better performance of both personal success and social success. As RBV (Barney, 1991), the organization had to utilize the rare, valuable, inimitable and un-substitutable resources; i.e. asset, finance, know-how, entrepreneurship, leadership, employee competency, and capabilities to achieve the well recognized organization financial performance and sustainable competitive advantage. These resources were internal part of SWOT. (Porter,1980).
Therefore, researchers could summarize these mentioned conceptsonto the following model. The framework broke the consequence of 3 mediators into 2 separated outcomes, i.e. Competitive Advantage and Financial Performance, which werein line with the intention of the research. Theoretically, from RBV (Barney, 1991)and The Comparative Advantage Theory of Competition (Hunt & Morgan, 1995), it was known that competitive advantage caused change in financial performance. This study was not intended to trace back what had been accepted in general but was intended to study them separately whether these 3 different non-financial performances could function as mediators which transferredthe influences of antecedents, i.e. Entrepreneurship and Leadership of the business. This was the logic of why the path from Competitive Advantage and Financial Performance was not connected.
Depicted from the research model (Figure 1) , non-financial performance of SME’s, logistics, operation and marketing, were mediators that convey significant attributes of the ownership, entrepreneurship and leadership toward the competitive advantage in one model and to financial performance in another model.
Figure 1Research framework
Research Objectives
1) Study the levels and roles of logistics performance, operation performance and marketingperformance as the mediator in linking the entrepreneurship and the leadership toward the competitive advantage and the financial performance of small and medium enterprises.
2) Compare the competitive advantage and the financialperformance of small and medium enterprises in according to business profiles.
Research Scope
The research is carried out in quantitative format with 4 research scopes, i.e. (1)Subject Matters: To focus on the logistics performance, operation performance and marketing performance as the mediator to separately link the entrepreneurship and leadership to the competitive advantage and financial performance like two models with the same antecedents were combined for simultaneously analyzed.(2) Duration: 6 months (November 2009 – April 2010) (3) Population: SME’s general managersin Northern Region (4) Area: four provinces in northern Thailand-Chiangrai, Chiangmai, Lamphun and Lampang
Literature Review
2. Entrepreneurship
The entrepreneur isthe risk taking person who activated the applying of innovation and the focus on the proactive management which wouldresult in generating new products and services. The new process would lead to the business development and sustainability which the outcome could be financial benefits or other, e.g. social aspect, cooperation environment and the structure adjustment (Hough and Scheepers, 2008). Furthermore, the entrepreneur also discovered the differences in aspiration, motivationand life objectives (Wingwon and Piriyakul, 2010) with the adopting of innovation in drivingthe business, the job and profession generator for the worthiness and the wealthy of the economy (Allen, 2007) including the risks management and the opportunity seeking ingenerating profits (Bosma, Praag and Wit, 2000) and the social acceptance from the relevantparties and the applying of individual talent and commitment including the creative thinkingand challenge achieving with the main objectives of business growth (ZimmererScarborough, 2002, p. 4). The entrepreneur-ship had effected toward the organization performance and the financial performance (Micheelsand Gow, 2008) and extended to cover the competitive advantage as the leadership within the entrepreneur is the linking factor (Nguyen, Neck and Nguyen,2008). In addition, the entrepreneur must have the leadership skill (Hough and Scheepers, 2008), e.g. vision, aspiration, determination and the capability to motivate others to follow and achieve the targeted objectives within the logical self expectation (Moorman & Holloran, 2006, p.5) to drive business to sustainability.
3. Leadership
The leadership is the status which individual can anticipate, envision, flexibility, resilience, strategic thinking, and ability to work jointly with others in the organization to progress to success and the destination as the result of the management or entrepreneur able to effectively manage resources and create the competitive advantage. Therefore, leadership is thefactor that effect toward the entrepreneurship and one of the key characters of entrepreneur as well (Hough and Scheepers, 2008). Both leadership and the entrepreneurship effected toward the operation performance of the businessin managerial performance and financialperformance (Nguyen, Neck and Nguyen, 2008) and effected toward the competitive advantage at the end (Hsu, Lawson and Liang, 2009).
4. Logistic Performance
The logistics performance generally means how to reach better level of storage and deliveryof products or services.Currently , logistics performance extended its scope to cover the coopera-tion at industry level and as part of business supply chain (Wingwon and Piriyakul, 2010) in order to generate mutual benefits and strengthen their business alliance by jointly focus the demand of raw materials and products, the production distribution plan, the data base linkage betweenbusiness and the sharing of information among members in the supply chain (Tracey, 1998, pp. 65-81) including the flow chart of logistic activities and supply chain so can review, improve and redesign for the better business process and improve the accuracy and punctuality of data store (Kim, 2006). The supply chain management is one of the elements for business to link with their vision, mission, strategies and assessment than keep the business existence and sustainability (HsiaoMelody, 2007). It isalso discovered those businesses that adopted supply chain concept had a shorter production time and lower stock inventory than their competitors by 50% and with time product to market faster than their competitors by 17% (Joseph and Chan, 2005).Nevertheless, the logistic operation must relied on the management capability to manage business, human resources, cost structure, financial stability, production schedule and data base by focus on jointly administration for the profits / benefits and the ratio of investmenton the resources, the physical environment and human resources, including the IT application as tool in their operations (Bowersox and Daugherty, 1995) to generate differences and competitive advantage(Barringer and Iveland, 2008) amid the constant changing in business environment of either the expanding or the shrinking of economic status (Wallenburg and Weber, 2005). It revealed that the logistics performance with the Logisticscost and Logistics service in particular had effected toward the financial performance. The study of Salam (2005) also revealed that the logistics and the supply chain management had effected toward the competitive advantage as well.
5. Operation Performance
Operation performance generally concerns production activities like production cost, productquality, research and development for new products or services and raw material manipulation.Current business operation valued the importance of business growth and focused on the most effective of resource utilization (Raymond and Josée, 2005)with the logic of having standard operation, timely and cost effective (Post & Griffin, 1997). In general, the entrepreneur valued the importance of result outcomes by focus on the business objectives and strategies as the base for full participation from both internal and external of business. The outcome of business operation also involved with the resource management and the distribution of products and services to ultimate customers.The outcomes were the confirmation whether the operations were in line with the defined mission, plan and strategies (Wingwon, 2007a). The productivities/operations were the results of the process to illustrate the effectiveness of the current production process of business and whether there were any operational issues which would be benefits toward the problems solving and efficiency development planning for future operation (Demirbag, Tatoglu, Takinkus and Zaim, 2006).
Nevertheless, the success of operation must relied on the joint efforts of both internal and external resources and must valued the importance of staff capability development, by integrating all objectives toward the same direction to achieve the demands from business stakeholders (Lin and Kuo, 2007) by focused on the performance at operation level, those effected teamwork and joint learning of all stake-holders (Fazzari and Mosca, 2009).Fawcett et al. (2008) revealed that the operation performance had effected on the high side toward the cooperation intention with the individual, working unit and the organization in the supply chain and also revealed that it effected toward the competitive advantage (Nguyen, Neck and Nguyen, 2008) and the operation performance involved with the general management of investment profit and productivities. The operation performance could be measured by profits, sales volume, gross margin, market share, new product to market, relative price, customer complaint, customer satisfaction and the distribution channel (Amber, Kokkinak and Puntoni, 2004) of which if perceived from the comparison with the competitors would be competitive advantage (Jaakkola, 2006; Green et al, 2006) by having the relationship with the marketing performance which effected toward the financial performance (Jaakkola, 2006; Hooper, 2006) and revealed that the focus on the marketing had effected the competitive advantage as well (Hsu, Lawson and Liang, 2007).
6. Marketing Performance
The marketing performance is an indicator of sustainably stand in business operation mostly shown by market share, sale volume and retain existing customers and find more new customers.It plays important role in business which responsible for the distribution of product and services to the customers starting from the demand analysis planning and the forecast of future demand (Knight, 2000, pp. 12-32) including the sale promotion to expedite the products to customers. The marketing decision involved the marketing mix strategies of 4 elements, i.e. product, price, place and promotion or called 4P’s (Kotler, 2008). The marketer must analyze the customer demand, plan, check and control to ensure the marketing plan inline with customer desires. The process were (Zeng, Xie and Tam, 2010) (1) operations is the data to exhibit the sales volume of marketing operation by focus on effectiveness (2) marketing research is the marketing data analysis with focus on the behavior and the relationship with consumers toward the products and services of business (Ambler, Styles, Xiucun, 1999). The marketingresearch would assist the management in marketing planning and decision making, analyzing competitor, adopting marketing strategies as tool to formulate the operation direction of the business and as the base to formulate the external operation factors, e.g. the changing in economy, politic, social and technology (Wingwon and Piriyakjul, 2010) which had effected toward the business opportunities and threats, the consumers demand toward the products or services of either expanding or shrinking (Kotler and Keller, 2009) covering the creating of new competitors or the changing of business process or format.
7. Competitive Advantage
Competitive advantage is the business advantage status in competitive context. The increase of the competitive advantage of business consisted of (1) the low unit cost, (2) the product differentiation and the better service over their competitors, (3) the speedof response time (Porter, 1980). The successful industry must consisted of the organizationstructure and the positioning of their industry at suitable location which the analysis modelof the structure and business competition were presented under The Five Force Model (Porter, 1980) which consisted of the key factors as follows (1) Threat from new competitors in industry (2) Threats from the substitute products or services (3) Bargaining power of raw materials suppliers (4) Bargaining power of buyers and (5) Competitive environment within the industry. These 5 factors were the key industrial indicators to be utilized in developing their business strategy for their long term successful industry.