Jurnal Internasional

42
JOURNAL OF GLOBAL ENTREPRENEURSHIP

JULY 2012. VOLUME 3. NUMBER 1
INNOVATION IN DISTRIBUTION CHANNEL(S) & COST EFFICIENCY ON
SMALL &
MEDIUM ENTERPRISE SCALES PERFORMANCE IN INDONESIA
Ferri Kusw!"#r#
Phd candidate
University of Malaya, Malaysia
bumi_organik@yahoo.com
M$ M#%& R#s'i
University of Malaysia Kelantan,
Malaysia
mrosli@umk.edu.my
R&i% A(&u' K&er
University of Malaya,
Malaysia
radiah@um.edu.my
ABSTRACT
Even though the characteristic of distribution channels once established generally hardly to change
(Ramaseshan et al, 1994, they become essential for !"Es e#$ort oriented to gro%. &t has been
believed
!"Es $lay crucial $arts for generating em$loyment, reducing $overty, adding value and contributing to
'() in most global economy. &n s$ite of the e#istences literatures, studies on the relationshi$ bet%een
distribution channel activities innovations and *rm $erformance, $articularly among e#$ort+oriented
!"Es, are barely found. ,sing 1-. sam$les collected from agricultural+based industry in /ava+&ndonesia,
the result a$$eared innovation in distribution channel %as $ositively signi*cant %ith distribution
e0ciency, %hich in turn, im$roving the overall *rm $erformance. 1he *ndings and im$lications %ould
be
grand challenges for !"Es e#$ort oriented in &ndonesia.
Ke)w#r&s*
(istribution channel, innovation, e0ciency, $erformance, !"Es, &ndonesia.
----------------------------------------------------------------------------------------------------------------------------------
+$ INTRODUCTION
For decades, small & medium enterprises (SMEs) have been eisted & ma!or in their establishments"
#hailand ($$"% &'(a)ai, *++,)- Malaysia ($$"* &'Shan.ar, *+/+)- Korea (more than 0+ &'1hee, *++/) &
2ndonesia (more than $% &'3.ira et al, *+//) as 4ell as in most rest of the economy" 5ecause of it,
they brin) positive impacts for countries" Malaysia(6* & of 78P, /$ & of eports, & %9 & of
employment & epected bene:tin) more from *+++ to *+*+ period 'Shan.ar,*+/+)" 3merican SME
s
43
have become a )reat en)ine in employment creation too (3)yapon), *+/+)" Sin)apore, #ai4an,
#hailand, & South Korea (SMEs to employment ran)ed from 6%& to nearly 9/ & by contributin) value
added from ** & to ;+ & 'Salleh, /$$/)" 3nother contribution of SMEs is poverty alleviation by
!obs< creation (=andenber), *++9)"
#hese days, adoptin) eport'oriented for SMEs< performance is precious" En)a)in) in )lobal mar.et
lettin) them be more reco)ni>able upon competitors & a?ords them better entr@e to ne4 mar.ets
(Un)son et al, /$$,)" 2t also impacts positively on :rms< competitiveness mainly in the lon) term
(Kara)o>o)lu & Aindell, /$$0)" Furthermore, ta.in) action in 4orld4ide operations, enablin) them to
amplify ne4 competencies in di?erent environments (=ieira, *++$)" 8unusin)he (*++$) & Kot> (*+//)
supported surely that involvin) in international tradeBeport boostin) economic )ro4thB78P"
Co4ever, as the characteristic of distribution channel once it is established usually diDcult to chan)e
(Eamaseshan et al, /$$;) & reali>in) of its crucial role on overall :rm performance, interestin)ly, eport
malfunctions happen because of process activities (F)beuhi et al, /$$;) instead of some other factors"
,$ LITERATURE REVIE-
For years since /$,+s distribution channel had been .no4n at len)th for (Gilliamson, /$0$, *++,) its
capability to ease transaction cost & others" Empirical evidence transparently emer)ed in sorts of
:ndin)s" 3s international channel operation is si)ni:cant 4ith eport performance(Ely, *++$), the
/$$+s 4or. of Gei)and (/$$/) found interestin) indications that the applications of non'formal
channels mi)ht )enerate the un.ind intermediaries leadin) to performance alleviation" Eamaseshan,
(/$$;) & Hden.o et al, (*+//) ar)ued it is the channel members< position that determine the
performance" 3nderson, (/$$,) supported channel members< performance can be enhanced by certain
coordination de)ree amon) them" Eialp et al, (*++*) eamined the inte)ration of structural channels
over :rms in Span 4ho en)a)ed in eportin) and invented obvious evidence that establishin) lin.a)e to
importers via distribution decision can enhance eport process" Ghile, Mcnau)hton (*++*) shared his
:ndin)s' the aim of multiple distribution channel establishment is to serve forei)n mar.et" Establishin)
independent channels also impact better for channel members" Cere, as Kumar (*+++) su))estion,
decentrali>ation is recommended"
Co4ever, Eose et al, (*++;) found clearly that conIict amon) channel members mi)ht cause problems
in turn reduce performance" 2nterestin) :ndin)s by Fra>ier et al, (/$0$) on industriali>ed
manufacturers demonstrated sales and pro:t also ta.e a part in the harmoni>ation of channel
relationship sustainability" (5rett, /$$%) Jon:rmed further information echan)e amon) members
play crucial part in enhancin) their relationship performance" Ghile Kohn (*++9) add trust as an
essential element to maintain the relationship" Kennifer (*++0) & Kiuh, (*++$) further asserted channel
relationship commitment & trust become the .ey mediator determines the channel performance"
(evertheless, in respect to the distribution channel its self, )enerally, the studies emphasi>ed on the
relationship and )overnance arran)ement of channel members" 3nd their all lead to channel members<
performance" Ghile studies of distribution channels< activities, particularly in the contet of SMEs eport
oriented a)ricultural based industries, on manufacturin), barely found"
3s innovation believed to be the main driver for :rms to pursue better competitiveness & performance,
empirical evidences of innovations includin) in distribution channel':rm performance associations ar
e
44
miscellaneous" Some studies have found innovation is closely associated 4ith :rm performance (3nsir &
3.ira, et al, *+//, Pla'5arber & 3le)re, *++,- Moini, /$$%, Aove, *++/, & 7unday et al, *+//)" Fthers
su))ested the e?ect of process innovation )ave di?erent results to :rm performance (7eros.i &
Machin, /$$6)" #oo much & little innovation also did not eplain performance (Eitan (aveh et al, *++9)"
Mar., (*++;) ar)ued innovation did not a?ect performance" Some others pointed process improvement
did not inIuence sales )ro4th of the small :rms (Gol? & Pett, *++9)" Fabricio et al, *++;- 7ary et al,
*++0- Gan) et al, *++$- (ada et al, *++0- Mor)ado et al, *++0- 7unnar et al,*++$- Satya et al,*++$,
Sulivan et al, *++$, & others su))ested innovation usin) technolo)y and di?erent method in
distribution channel activities are si)ni:cant 4ith performance"
#he miscellaneous result of the previous innovation studies probably ecluded the mediatin)
e?ect of distribution channel eDciency bet4een the innovations includin) in distribution and :rm
performance" #o clarify the miscellaneous issues, this study eamine the mediatin) e?ect of
distribution channel eDciency on the association bet4een the innovations in terms of activities of
distribution channels and the :rm performance of SMEs eport'oriented as such study barely found"
Co4ever, the impacts of distribution channel activities< innovations on :rm performance & the
implications 4ill be presented as 4ell"
.$ SMES AND THE INDONESIAN ECONOMY
Ghen #he #hailand decided adoptin) Ioatin) on its currency in mid'/$$,, :nancial crisis in 3SE3(
unavoidably done' the 3sian :nancial crisis" 2t made the echan)e rate of domestic 3SE3( countries
and some others ' 2ndonesia, Malaysia and the Philippines harshly depressed" #he economic slump
happened for most all of them let their currency semi freely depend on the U"S dollar and at the same
time received a substantial amount of short'term forei)n capital" 2n 2ndonesia, the crisis made the
Eupiah currency depreciated dramatically from around *,%++ to /+,+++ Eupiah per U"S" dollar, 4hilst its
78P declined by /6& in /$$0 (Gen)el & Eodri)ue>, *++9)" Stunnin)ly, lar)e enterprises (AE), and
SMEs responded di?erently to it" Someho4, SMEs survival under the crisis much better than lar)er
ones" 3s the local mar.et demand 4as lo4, the SMEs s4itched their mar.et to the )lobal" Fn the
contrary, AEs 4ere still under performed for their hi)h import substances in their products (5erry,
Eodri)ue> & Sandee, *++*)"
Since then, the eistences and establishments of SMEs has attracted the interest of the )lobe" 3s SMEs
in 2ndonesia are mostly concentrated in a)ro'based industries, their capability to )enerate employment
and value added are hi)hly seen" 2llustrated in :)ure /'net pa)e, they )enerated value added as much
as *,$$6,/%/ billion Eupiahs or %9"%& of value added in total" 5y their establishment, in *++$, the
number of SMEs totaled %*", million or $$"$& of all :rms< establishments" 2n terms of !ob creation,
2ndonesian SMEs provided about $9"* million employment or $,"6 & of the total employment (3.ira et
al, *+//)"
#hou)h for their si)ni:cant contribution in most )lobal economy, 2ndonesian SMEs 4ere, as others in
the )lobe, hindered by various obstacles" Some of the issues 4ere related to internal aspects li.e
mar.etin) & promotion, technolo)y, & human capital (Man)insela, *++%- (urul 2ndarti, *++0- #ulus,
*++$)- and some other eternal ones ' capital access & le)ality issues ((urul 2ndarti, *++0)" 3bundant
e?orts have been ta.en to alleviate facin) the sector by the 7overnment, someho4, product
distribution channel innovation is still a myth for local SMEs, especially those established in rural area
,
45
particularly on ti)ht customs procedures & trade re)ulations as 4ell as unreached luurious
infrastructure (#ulus, *++$'can be seen in notes' the pa)e before references)" #his paper focuses on
innovation in distribution channel(s) amon) SMEs eport oriented"
/$ CONCEPTUAL FRAME-ORK AND HYPOTHESES
/$+ Dis"ri(u"i#! 0%!!e' i!!#1"i#! !& e20ie!0)3 !& 4r5 6er7#r5!0e
5o4erso et al, (/$09) su))ested distribution channel should be desi)ned to carry out :ve fundamental
functions'ad!usment or assortment, transfer or transportation, stora)e, handlin) and communication"
Fther recommendations from Galters (/$,,) assured that distribution channel activities are cate)ori>ed
into t4o )eneral )roups, i"e" assortment and lo)istics" Gith respect to the activities, many of them are
en)a)ed alon) the distribution channel connectin) to the members, namely suppliers, manufactures
and end consumers" Co4ever, most of the activities are concentrated in ,namely, lo)istics' inbound
and outbound lo)istics" 2nbound lo)istics support the materials< Io4 from suppliers into producers,
4hereas outbound lo)istics from the producers to the net channel" 2t is essential to pay attention that
the activities shared to each other" 3ll the activities involve costs" Futbound lo)istics for instance incur
namely, transportation cost, 4arehousin) and inventory cost, order processin) cost, information cost &
so forth (Somuyi4a, *+/+)"
Aee(/$$,) asserted by implementin) innovation in distribution channel, the coordination capabilities
amon) channel activities can be enhanced" Aee also con:rmed by the innovations, the malfunction o
f
46
ne)ative conseLuences could be omitted" 5y innovations, hi)her inventory and transportation costs
could be reduced" 5y innovations, lon)er delivery times 4ill be fastened" 3nd other malfunctions can be
omitted by innovations as 4ell" (ada (*++0) assured further that, usin) technolo)y, as part of
innovation, 4ill enable :rm to promote or)anisational coordination improvement" 3t last, better
performance achieved"
(Galters, /$,,M p"/$$) says assortment is Na collection of t4o or more types of )oods, 4hich either
complement each other directly or in total possess some de)ree of potency for future contin)enciesO" 2t
4as inferred that )ivin) advanta)e for typical mar.et is the aim of assortment" 8iehl & Poynor (*+/+)
found customers tend to be less ful:lled 4hen choosin) options from lar)er to smaller assortments"
Salvador, (*+/+) 4orded usin) product con:)uration technolo)y to customise product into diverse
assortments as customers< preference 4ill productively enhance sales for the eDcient 4ay of servin)
products to the customers" 3s optimal assortment activities relied on the ri)ht demand characteristic
for each product, forecastin) demand activities for ne4 products in assortment can brin) decision
ma.in) then lead to the eDciency(Kuin, *++$)" 2t has indication that doin) innovation in assortment
4ould improve eDciency, hence, the :rst hypotheses emer)e H1 : Innovation in assortment will be
positively associated with distribution performance in terms of efciency.
Most :rms .no4 order handlin) as one of the crucial factors for business processes (Kritchanchai &
MacJarthy, /$$$)" Most :rms more .no4 order handlin) become the main lo)istic activity that can
speed up product and service Io4(5o4erso, Jloss & Celferich, /$09)" Most previous studies also .no4
that innovation in order handlin) 4ould furnish on distribution eDciency performance" Furthermore,
most :rms closely .no4 the technolo)ical support application, such as radio'freLuency identi:cation
and )lobal positionin) system can improved real'time trac.in) information for products and
replacement alon) the chain as 4ell(7au.ler, *++0)" #hey believe, re'en)ineerin) or the application of
simulation in order processin) added more value alon) the distribution chain, 4hich can improve
distribution performance(Hhan) et al, *++$)" #hey more believe the use of enterprise resource plannin)
solution 4hich commonly called NEEPSO in order processin) is capable of improvin) operational
eDciency in order delivery (5endoly, *++;)" 3s most of the :rms .no4 innovation in order handlin) 4ill
e?ect eDciency, therefore, the net hypotheses 4ill be H2 : Innovation in order handling will be
2t has been in a debate at len)th, an e?ective and eDcient information sharin) is essential for
distribution channel performance(Hhou & 5enton, *++,)" Aee et al, (/$$,) mentioned channel
members< cordination' suppliers, manufacturers, distributors and retailers, 4ould be the .ey for
stru))lin) Ieibility that enables them to pro)ress lo)istic eDciency processes in response to the Luic.
chan)in) mar.et conditions" Fern<ande>, (*++9) indicated that usin) information technolo)y i
n
47
information processin), transfer and collection mi)ht improve mar.et .no4led)e & their relationship
4ith clients & suppliers or other channel members" Ceide (/$$;) su))ested as the success factors for
eport'oriented SMEs relied upon :rms< ability to mana)e their relationship 4ith forei)n importer,
Fern<ande>, (*++9) add the use of information technolo)y (internet) in distribution channel apparently
4as found to facilitate the internationali>ation process of SMEs & to improve the relationship 4ith other
:rms 4ithin the same value chain" Similar 4ith other innovation addressed earlier that the information
system sharin) 4ill probably positively inIuence eDciency performance, therefore, the hypotheses as
follo4s, H3: Innovation in information system sharing will be positively associated with
distribution
performance in terms of efciency.
Product and distribution schedulin) is .no4n as lo)istic activity relatin) to 4hen & 4here, the )oods to
be produced & delivered (5allaou, /$,0)" #herefore, 5allaou believes the activity could optimi>e
income and source usa)e" =arimna(*++$) found an inte)rated schedulin) method involvin) material,
inventory, production, & delivery activity found can improve eDciency" Fther method usin) computer
pro)rammin) in the coordination for instance 4hat it is called monolithic & hierarchical approach for
coordination of the supply chain product Io4 indicatin) similar outcome that both approach be
capable of :ndin) )ood coordinated schedules for lar)e si>e problems in a lo)ical computation time that
lead to eDciency(#adeus> *++$)" Ghile related 4ith inte)rated system, the study of usin) inte)rated
schedulin) system also be able to obtained operational performance in terms of eDciency in
net4or.(Subramanya *++$)" H4: Innovation in product distribution scheduling system
sharing will be
2nventories appear be a si)ni:cant fraction of business enterprise" Ghich is its assets(Kru)er, *++%)" 3
ran)e of inventory problems created for its mismana)ement" Aoss of productivity happens, the
un4anted items do, a reduced level of customer commitment level eist, the accumulation of costly
physical inventories also occur, if inventory are not mana)ed properly" 2t is noted that the cost savin)s
)atherin) from improved practices in inventory mana)ement are substantial (Meyer, /$$/)" #herefore,
innovation in inventory mana)ement and control are crucial for :rms to omit its mismana)ement that
threatens a :rm<s viability (Spra)ue & Gac.er, /$$9)" Firms reali>e usin) a typical mana)ement
method in inventory 4ould free them to minimi>e inventory costs, avoid direct conseLuences, reduce
unnecessary activities & .eep the material resources enou)h (Jhi.an, /$$+) (atara!an (/$$/) discusses
4ith others & meet the conclusion that focusin) on inte)rated strate)ic & other competitive factors'
cost, delivery and Luality 4ould enhance performance" 2t is noted that :rms 4ould be li.ely to invent
the product before deliverin) to their customers, hence, it is also estimated that innovation in inventory
4ould be enhancin) distribution performance eDciency" H!: Innovation in inventory will be
positively
associated with distribution performance in terms of efciency
.
48
#he role of transportation system is crucial as it could provide better lo)istic eDciency, reduce
operation
cost, and promote service Luality" 2t is surprisin) that Jhan) (/$00) found transportation costs, in
avera)e, cover 9"% & of mar.et revenue and ;; & of lo)istics costs" Cence a )ood transportation
operation in lo)istics system could increase business competitiveness(#sen), *++%), in line 4ith this
ar)ument, Stefansson (*++$) assured that a typical method of transportation coordination usin) three
ma!or elements M smart )oods, smart vehicles and smart infrastructure could brin) positive impact on
supply chain performance" 2n contrast, poor coordination of the lo)istic system 4ould lead to hi)her
costs, lon)er delivery times, hi)her levels of loss and dama)e, & lo4ered customer service (Aee,
Padmanabhan & Ghan), /$$,)" H" : Innovation in transportation will be positively associated
with
distribution performance in terms of efciency.
Garehousin) )enerates time utility for potential customer (Koyle, /$,9)" 3s the movement of :nished
)oods orB& material handlin) concentrated in and around the 4arehouse facilities, bottlenec. in the
4arehouse can add more costs in transactions" #o avoid such interruption, some technolo)ies can be
adopted and could improve distribution performance(Koyle, /$,9)" Jomputeri>ed both hard4are &
soft4are in automation & simulation in 4arehousin) and material handlin) could solve eDciency
improvement in the operation" Evidence spea.s that simulation pro)ram can be an alternative method
for eDciency improvement in the 4arehousin) and material handlin) system(8ia>, /$00)" Usin)
technolo)y of namely autonomous vehicle stora)e & retrieval systems '3=SBES and 4eb'based desi)n
conceptuali>ation tool in 4arehouse permits :rms to control costs, etend capacity, & improve their
services to consumers(Cera)u and Piou,
*++0)"
H#: Innovation in warehousing will be positively
associated with distribution performance in terms of efciency
Firms in )eneral, see pac.a)in) as a tool for product promotion & use" Ghile the en)ineers, in )eneral,
see pac.a)in) as a protective device only" 2nterestin)ly, distribution mana)ement see pac.a)in) much
more broadly" #hey see any chan)e in desi)n, si>e, media of transportation and so forth 4ould
contribute to the distribution eDciency(Galter, /$,,)" 3 recent study by 1oun) in Aacroi (*++,) on
0++ 3merican shoppers demonstrated that innovation in ne4 pac.a)in) systems directly e?ected
price epectation and product selection amon) the shoppers" Ce or she found if pac.a)in) can be
modi:ed properly, it is very li.ely to contribute a positive return on investment (EF2) by increased
mar.et share" 2t is also li.ely to raise prices" 3t then, the additional pro:t could be used to cover
incremental costs" Mor)ado, (*++0) su))ested that plastic material based have advanta)es as they can
provide less material, & also permit recyclin)" Usin) plastic materials, colorin) activity, decoratin)
activity, & printin) activity can allo4 the innovated pac.a)in) to receive not only all the necessary
information for the customers, but also other essential aspects includin) customer reco)nition H$ :
Innovation in pac%aging will be positively associated with distribution performance in terms
of
efciency
.
4
N3cLuisition is the lo)istic activity that ma.es the product available to the lo)istic system" 2t is
concerned
4ith the selection of supply source locations, Luantities to be acLuired, purchasin) schedule, and the
acLuired product formO (5o4erso et al, /$09, p"/*'/6)" #he crucial of acLuisition to lo)istic is that
purchasin) decision has physical and time aspect that inIuence lo)istic cost" N3cLuisition or
purchasin) refers to those activities that ta.e place bet4een the or)ani>ation and its suppliersO (5allou
/$,0, p"*$0)" 2n this department, besides product and prices, delivery, be accurate 4ould become .ey
element of the Io4 system" Usually, :rms purchase thin)s bet4een ;+& and 9+& of its sales dollar for
material- therefore, the eDciency of this sta)e 4ould be concerned" Jonsider its important impacts on
lo)istic cost, purchasin) Luantities, timin) of purchasin), source location, & form of the )oods become
some factors to be importantly considered" #herefore, choosin) sin)le or multiple suppliers, hed)in)
price due to the chan)in) currency value, pricin) & so on 4ould become concerned to be loo.ed
further(5allou /$,0)" Usin) technolo)y in acLuisition 4ould be enable :rm as a buyer obtain
strate)ically valuable resources, achieve mar.et po4er, or )enerate strate)ic rene4al (7raebner, et al,
*+/+)" H&: Innovation in ac'uisition will be positively associated with distribution
performance in
terms of efciency
2n terms of products< Io4 eDciency, 5or)strom(*++%) de:nes it ho4 ependiture bein) disbursed in
the lo4er point" #he lo4 cost 4ould lead to :rms< pro:t" Empirical studies obviously sho4ed the
positive relationship bet4een eDciency and pro:t is stron)" Usin) eDciency as parameters also be able
to inIuence :rm<s innovative output that 4ill refer to competitiveness(Aee et al, *+/+)" Empirical
result of technical eDciency in Cun)arian SMEs further emphasi>ed that eDciency be intimately
interrelated 4ith pro:t (Ma!or, *++0)" 2n consistent 4ith Ma!or(*++0), study of clothin) :rms in Jhina
also demonstrated hi)h de)ree of sales both in domestic and eport tend to be achieved by :rms 4ho
have hi)h de)ree of technical eDciency operation(Mo. et al,*+/+)" Furthermore, 3s Ula)a (*++6)
emphasi>ed time in delivery and operational cost could create value in eDciency" Moreover,
innovation in distribution channel M 3ssortment(Fabricio, *++; )- Frder handlin)(Ainda,*++$)-
2nformation system sharin)((ada,*++0)- 2nventory( Ea!eev, *++0 )- 4arehousin) and material handlin)(
Cera)u,*++$ )- pac.a)in)( Mor)ado,*++0 )- and transportation (7unnar,*++$ ) 4ere si)ni:cant
positively leadin) to :rm performance economic indicator as 4ell, therefore H1( : distribution
efciency mediate the association between distribution channel innovation and the )*+s
performance economic indicator.
3ll the su))estions above )ive clues for SMEs" 2nnovation in distribution channel 4ill improve
distribution eDciency and hence positively e?ect on their performance
"
50
/$, C#!"r#' 1ri('es !& 4r5 6er7#r5!0e
3c.no4led)in) probable shoc. of si>e of the :rm, a)e of company, industry and competitive
environment hostility on :rm performance as found in other studies, 4ere inte)rated as control
variables in this study" Firm si>e does have impact on :rm performance, but the de)ree and trend of its
impact is diverse" Ghile other studies (F>)ulbas, Koyuncu)il & 1ilma>, *++9- Frser, Co)arth'Scott &
Eidin), *+++)- other studies found di?erently (Moreno & Jasillas, *++,- Shanmu)an & 5haduri, *++*)"
2mpact of :rm a)e on :rm performance is diverse too" Kristiansen, Furuholt & Gahid (*++6) found that
the len)th of time in operation 4as si)ni:cantly associated 4ith business success" Similar positive
impact of :rm a)e can also be found in Shanmu)am & 5haduri (*++*) and 5irley & Gesthead (/$$+)
due
to vast social capital o4ned by older :rms" 2n contrast, other studies ((ichter & 7oldmar., *++$) found
that ne4 :rms )re4 faster than the older ones"
Si)ni:cant inIuence of di?erent types of industry on :rm performance can be found in 7adenne (/$$$)
and Cumphreys & McJlun) (/$0/), amon) others due to di?erent mar.etin) strate)ies and
mana)ement practices (7adenne, /$$$)" Pertinent to competitive environment hostility and :rm
performance, a study by Miller & Friesen (/$0*) is interestin)"
Some theoretical foundations of individual perspective of innovation, transaction cost, depot, &
resource base vie4 theory 4ould be epected to be supported by result of the conceptual frame 4or."
2ndividualist perspectiveM 2nnovation is tri))ered and driven by certain individuals in the society 4ho
have necessary characteristics to ma.e it happen'Entrepreneurs (Schumpeter /$6;)" #he purpose of
distribution channel establishment reducin) economic cost that occur durin) the transaction
(Gilliamson, *++,, /$0$)" Ghile the essence of depot theory is that the )oods tend to Io4 to end
consumers at price in 4hich dictated by consumers (see Aeo in 5ruce, /$9,)" Further, the resource base
vie4 (E5=) recommends that a :rm must .no4 its relevant resources and capabilities M valuable, rare,
inimitable & non'substitutable" #he resources enable :rms to )enerate sustainable competitive
advanta)es (5arney, /$$/ in Jha.raborty, *+//)" #herefore, the t4o 4ords, eDciently' compared to the
least eDcient competitor (Peteraf & 5arney, *++6 in Jha.raborty, *+//) and e?ectively' refer to
customers< satisfaction, have essential implication in E5=" #he implications of this theory is that if
competitive advanta)e is not created due to use of such resources (tan)ible & intan)ible), E5= cannot
be applied (Jha.raborty, *+//)"
Jonsiderin) the relationship amon) the variables above, the conceptual frame4or. of this study is
sho4n in follo4in) Fi8ure ,
$
51
9$ METHODOLO:Y
9$+ S56'e !& &"
Follo4in) the Ministry of Jooperatives and Small and Medium Enterprises and the Eepublic of 2ndonesia
and Jentral Statistical 3)ency (5PS), this study measured SME as a business unit hirin) less than /++
4or.ers" Similar 4ith other researchers'M"Mohd Eosli et al, (*+/*), 3.ira et al,(*+//), Aee et al,(*+/+),
Eitan et al, (*++9), Eoper et al, (*++/), & others, a self'administered Luestionnaires 4ere used, data
from /*+ samples of SMEs eport oriented 4ere )athered by survey Q821 & Kava surroundin)s'
2ndonesia 4as selected for the research population, a pilot survey had been conducted :rst 'to validate
and test the constructs and items used in the Luestionnaire, face'to'face intervie4s 4ere conducted, a
Ndrop and collectO procedure 4as chosen' for the actual survey to ensure a hi)h response rate for the
study, the Luestionnaire 4as cross'chec.ed :rst'to ensure all the Luestions had been ans4ered, eport'
oriented 4ood, clothin) and food'based industries SMEs 4ere prioriti>ed for their characteristic, &
o4nersBtop mana)ers 4ere as.ed 'to :ll up the Luestionnaire for they had the best .no4led)e for
mana)ement and operation of their :rm' particularly re)ardin) distribution channel and :rm
performance"
Figure 2. C#!0e6"u' 7r5ew#r; #7 "%e s"u&
)
52
9$. Mesures SME 6er7#r5!0e
Joncomitant to Kon)manila & #a.ahashib (*++$), and Murphy, #railer & Cill (/$$9), the constructs of
:rm performance in this study built'in eport sales volume, eport intensity, and :rm pro:tability" #he
respondents 4ere as.ed to desi)nate the level of their present business performance in the three
variables compared to their closest competitors in the same industry usin) a ,'point scale, ran)in) from
N/ R the lo4estO to N, R the hi)hestO"
I!!#1"i#! i! &is"ri(u"i#! 0%!!e's
2n addition to research and development (E&8) activities, innovation in distribution channels in this
study comprised the application of ne4 technolo)ies or modi:cation of eistin) methods as de:ned by
Kon)manilaa & #a.ahashib (*++$) in each function of the distribution channel (assortment, order
handlin), information sharin), inventory, 4arehousin), pac.a)in), and transportation coordination)"
2tems for each distribution channel 4ere derived from 5o4erso, Jloss & Celferich (/$09) and 5allou
(/$,0)" (umber of items for each variable of the distribution channel innovation and its reliability test
(Jronbach<s alpha) is sho4n in #able /"
T('e +* Vri('es3 i"e5s !& "%e re'i(i'i") "es"
C#!s"ru0"
s
2nnovation in
assortment
2nnovation in order handlin)
2nnovation in product and
distribution schedulin)
2
n
n
o
vation in information sharin)
2nnovation in inventory
2nnovation in
pac.a)in)
2nnovation in transportation
coordination
2nnovation in 4arehousin) and product
handlin)
2nnovation in
acLuisition
8istribution eDciency'
cost
Jompetitive environment
hostility
Firm performance (economic
indicator)
I"e5s
%
%
%
%
%
%
%
%
9
6
;
6
Cr#!(0%s '6%
+"$+0
+"$90
+"$,$
+"$,/
+"$66
+"$*,
+"$;0
+"006
+"$*/
+"0%0
+"0;+
+"0;/
SourceM based on the sample survey
Dis"ri(u"i#! 0%!!e' e20ie!0)<COST
Modi:ed & adopted from Ula)a (*++6) & 5or)strom(*++%), the three items used to measure the
variable 4ereM o$eration cost, labour cost, and tari2 cost. Usin) the ,'point scale from N/R the least
eDcientO to N,R the most eDcientO, the respondents 4ere reLuested to compare their performance in
distribution channel as compared to their closest competitor in the same industry
"
53
C#!"r#' 1ri('es
Firm si>e and a)e 4ere measured by total number of 4or.ers and year of operation of each enterprise
respectively" 2ndustry 4as measured by nominal scale- 4hilst competitive environment hospitality 4as
measured in the ,'point scale, ran)in) from N/R the least hostileO to N,R the most hostileO" #he four
items re)ardin) demo)raphic chan)e, rate of obsolescence in product technolo)y, mar.et chan)e,
)overnmental re)ulatory chan)e and mar.et conditions 4ere adopted from Miller & Friesen (/$0*)"
#able / sho4 Jronbach<s alpha for all the variables, 4hich fell 4ithin the acceptable ran)e of more than
+",, 4hich indicates the reliability of the scales (Pallant, *++%)"
=$ RESULTS3 HYPOTHESIS TESTIN:3 AND DISCUSSION
#able * demonstrated basic information on each variable or factor and correlations amon) them"
Positive correlations happen almost amon) all distribution channel innovations and distribution
eDciency leadin) to :rm performance" Most of all the si)ni:cances are consistent 4ith the literature"
#he positive hi)hest correlation occurs bet4een information sharin) & eDciency 4hile the lo4est one
bet4een order handlin) innovation and eDciency" 2nteraction amon) the variables 4as mostly positive"
Ghile the relationship bet4een distribution channel innovation and distribution channel eDciency is
sho4n by the re)ression results in table 6, innovations in assortment (3 R +"+$6, $ S +"+/), 4as found
to
be si)ni:cantly related to distribution channel eDciency" 4ence, 41 %as
su$$orted.
#he net
relationship bet4een distribution channel innovations and distribution eDciency is sho4n by the
multiple re)ression results in table ;" 2n this table, indicated innovations in information sharin) (3 R
+"+9;), $ S +"+/), and transportation coordination (3 R +"+;,, $ S +"+%) & innovation in 4arehousin) (3
R
+"+9$), $ S +"+/ ) 4ere found to be si)ni:cantly related to distribution channel eDciency 4hile the
others 4ere found not si)ni:cant" 4ence, the hy$otheses testing can be concluded that 45, 46, 7 48
%ere su$$orted %hile 4-,44,49, 46, 4:, 7 49 %ere not su$$orted.
Jontrollin) for :rm si>e, :rm a)e, industry and competitive environment hostility, table %'model 9
demonstrates there is no si)ni:cant relationship M :rm si>e, :rm a)e, industry and competitive
environment hostility 4ith SME<s performance" 5ased on 5aron and Kenny<s (/$09) approach, in terms
of eDciency, as seen in the table %, 4hen all independent variables 4ith distribution eDciency in the
estimation'model 9 4ere included, it can be seen that the si)ni:cance of eDciency did eliminate the
si)ni:cance of the innovations particularly information sharin) and transportation coordination for
predictin) SME<s performance'model %" Co4 to include the innovations in the model 4as step by step as
addressed in the conceptual frame4or." #herefore, distribution performance in terms of eDcienc
y
54
mediates the relationship bet4een innovation in distribution channel and :rm performance economic
indicators" 4ence, the hy$otheses testing can be concluded that 41. %as su$$orted.
T('e ,* C#rre'"i#!s 5#!8 1ri('es
Vr
/ * 6 ; % 9 , 0 $ /+ // /* /6 /%
Firm si>e +
3)e of :rm , "**/
T
Sector . '"/96 '"/;$
Costility / "*6*
T
"++; '"+%*
3ssortment 9 "/+* "+;/ '"/6$ "/;6
Frder handlin) = '"/$$T '"+66 "+/% '"+,% "/09T
2nformation > "/%+ '"/%* '"/;9 "+;; "6$6
TT
"%+9
TT
Schedulin) ? '"+,% '"*96
TT
'"/*/ "/96 ";/9
TT
"6;% TT "%*0 TT
2nventory @ "/** '"/6$ '"/0/ "6,6
TT
"6,;
TT
"//9 ";6$
TT
";;,
TT
#ransportation +A '"+;+ '"+$/ '"+$% "**+
T
";+%
TT
"6/9
TT
"6,+
TT
";;,TT "6%6 TT
Pac.a)in) ++ "*+/
T
'"+,$ '"+9$ "6$,
TT
";0%
TT
"/$6
T
"6,6
TT
";*6
TT
";$6
TT
";+/
TT
Garehousin) +, "+/0 '"+6+ '"+// "/0, T "6+,TT "669 TT "6/% TT "*0$TT ";+, TT "6/9TT ";96 TT
3cLuisition +. '"*;*
TT
"+;$ '"/*% "/*+ "6%$
TT
"*,,
TT
"690
TT
"6%%
TT
"6%$
TT
";/6
TT
"/0; T "6;6TT
EDciency +9 "+%6 '"/+, '"/9+ "6;,
TT
"*;+
TT
"+9; ";**
TT
"6;9
TT
"66%
TT
"609
TT
"*$6
TT
"6$;
TT
"*0/
TT
Economic += "*;;
TT
'"+%+ '"+%, "+%/ "6**
TT
"/*, "6,;
TT
"/99 "//; "*,;
TT
"*90
TT
"/%; '"++9 "6%6 TT
T Si)ni:cant at the +"+% level (*'tailed)" TT Si)ni:cant at the +"+/ level (*'tailed)"
SourceM 5ased on the sample survey
T('e .$ Si56'e re8ressi#!
Ee)ression 8ependent variables E'SLuare
3d! E'SLuare t p'value
3ssortment
Frder handlin)
EDciency
EDciency
"+%0
"+*+
"+%+
"++;
"+$6
'"++;
*"900
"9$6
"++0TT
";$+
(oteM T pS+"+%- TTpS+"+/- TTTpS+"++/
SourceM 5ased on the sample survey
T('e /$ Mu'"i6'e re8ressi#!
=ariables
2nformation sharin)
Product and distribution
schedulin)
2nventory
#ransportation and coordination
Pac.a)in)
Garehousin) and product
handlin)
3cLuisition
;onstant
3
"+,/
"+/$
"+*;
"+9$
'"+/*
"+$6
0"/,
0"$96TTT
P 'value
"+*/T
"%$%
"%%*
"+;$T
",%%
"+/9T
"$$
,
55
R-
3d!usted R-
<
"*$%
"*%/
9"9$/TTT
(oteM T pS+"+%- TTpS+"+/- TTTpS+"++/
SourceM 5ased on the sample survey"
T('e 9$ Mu'"i6'e re8ressi#!<Br#! & Ke!!e)s 66r#0% (+@?=)
Model
=ariables
Firm si>e
Firm a)e
Sector
Costility
3ssortment
/
6",9TT
'"+9+
'"/$$
'"++$
*
6"$+TT
'"+6;
"*+,
'"//+
6
6"%6TT
'"+9/
"+;*
'"+60
"/6+TT
;
6"$+TT
'"+9*
"+6%
'"+66
"//$TT
%
/",,
'"+**
"+*6
'"+//
"+$/T
9
*"6+0
'"+*/
"/$$
'"+,9
"+$9T
Frder handlin) "+;/ '"+*; "++0
2nformation sharin)
Product schedulin)
2nventory
#ransportation coordination
Pac.a)in)
Garehousin)
3cLuisition
8istribution eDciency
";/$TTT
"/**TT
'"+6;
'"+96
"+0*T
"+*/
"+*;
'"+%,
"+,9
'"+;/
'"+%+
"+%$
"+6;
'"+/,
'"+%%
"6/*TT
Jonstant
-
-
/6"%9$TTT
"+,*
"+;+
$"+//TTT
"/$0
"/96
/*"*/9TTT
"/9;
"/*,
//"%,+TTT
"/,,
"/6;
//"$;6TTT
"*0/
"/$6
$"*;,TTT
"6*,
"*60
-
"+,* "/*9 "+$* "+/; "/+; "+;9
< *"**, %"96*TTT ;";96TT ;"+96TT 6"/00TTT 6"9%+TTT
#he :ndin)s of this study supported the concept that distribution channel eDciency mediated the
relationship bet4een distribution channel innovation and SME<s performance" #his indicates that
innovation in information sharin) and transportation coordination can enhance distribution channel
eDciency in terms of cost eDciency, 4hich 4ould positively a?ect SME<s performance" #he concept and
practice of distribution channel is not ne4 as it can be traced bac. to the ancient E)yptian- the only
ne4
is the 4ay it is done (7las.o4s.y, /$,+- Gaidrin)er and En), *++/)" 2n consistent 4ith 7eros.i & Machin
(/$$6) and Gol? & Pett (*++9), innovation in distribution channel is found to impact positively on :rm
performance" 2nnovative information sharin) amon) channel members, such as ra4'material suppliers,
manufacturers (includin) SMEs), distributors, and retailers is the .ey for achievin) the Ieibility need
that enables :rms to improve lo)istic processes in response to the rapid chan)es in the mar.et, 4hich
in
turn si)ni:cantly improve distribution channel eDciency and :rm performance (Hhou & 5enton, *++,-
Aee, Padmanabhan & Ghan), /$$,)"
3s the role of transportation improves physical distribution eDciency (#sen), *++%) and it is 4ell
appreciated (Somuyi4a, *++,, *+/+) in the literature, this study provides ne4 evidence to the
conviction" 2nnovative transportation coordination 4as found to improve distribution channel eDciency,
4hich directly inIuenced the SME performance" #his :ndin) is supportive as about one' to t4o'thirds o
f
56
the enterprise epenses on lo)istic costs are spent on transportation (Jhan), /$$0)" 2t is also consistent
4ith Stefansson<s (*++$) ar)ument that the use of technolo)y in transportation 4ould result in more
e?ective transportation coordination, for instance, in selectin) )oods, vehicles and infrastructure, 4hich
brin)s about positive impact on distribution channel and :rm performances"
>$ PATH COEFFICIENT
3t this sta)e of analysis, a series of multiple re)ression (5eardon and #eel, /$0*) is conducted to derive
the various path coeDcients" #he re)ressions are carried out as the follo4in) eLuations M
P/% R p/% /P/ U p/% *P* U p/% 6P6 U p/% ;P; U p/% %P% Up/% 9P9 U p/% ,P,Up/% 0P0Up/%
$P$Up/%
/+P/+Up/% //P//Up/% /*P/*Up/% /6P/6Up/% /;P/;U e/%
P/; R p/; ,P, U p/; 0P0 U p/; $P$ Up/; /+P/+ U p/; //P//Up/; /*P/*Up/; /6P/6U e/;
P/; R p/; 9P9 U e/;
P/; R p/; %P% U e/;
P/ R e/
P/R :rm si>e, P*R a)e of company, P6Rsector, P;Renvironment hostility, P%R 2nnovation in
assortment,
P9R 2nnovation in order handlin), P,R2nnovation in information sharin), P0R2nnovation in product and
distribution schedulin), P$R2nnovation in inventory, P/+R2nnovation in transportation coordination,
P//R2nnovation in pac.a)in), P/*R2nnovation in 4arehousin), P/6R2nnovation in acLuisition,
P/;R8istribution eDciency, P/%RFirm performance economic indicator"
T('e >$? Resu'"s #7 "%e 6"% 0#e20ie!"
3d!usted
Si)
Ee)ression
P/;%P%
P/;9P9
P/;,P,
P/;,P0
P/;0P$
P/;$P/+
P/;/+P//
P/;//P/*
P/;/*P/6
P/%/P/
P/%*P*
P/%6P6
P/%;P;
P/%%P%
P/%9P9
P/%,P,
P/%0P0
P/%$P$
E'SLuare
"//%
"+*+
"*$%
"6*,
E'sLuare
"/+,
"++;
"*%/
"*60
Unst
"+$6
'"++;
"+,/
"+/$
"+*;
"+9$
'"+/*
"+$6
0"/,
*"6/
'"+*/
"/$$
'"+,9
"+$9
"++0
"+,9
'"+;/
'"+%+
R
3d!usted R
Stand
"*;+
"+9;
"*6;
"+%%
"+9+
"/$6
'"+6*
"*66
"+++
"/9;
'"+;/
"+6/
'"/+*
"**0
"+*%
"*6*
'"//+
'"//9
p'value
"++0TT
";$+
"+*/T
"%$%
"%%*
"+;$T
",%%
"+/9TT
"$$,
"//*
"9%,
",/;
"6/*
"+*,T
"0**
"+0/
"6/9
"*$
*
57
P/%/+P/+
P/%//P//
P/%/*P/*
P/%/6P/6
P/%/;P/;
"+%$
"+6;
'"+/,
'"+%%
"6/*
"/%/
"+0;
'"+6$
'"/0,
"*00
"/;*
";9;
",/*
"+,$
"++0TT
(oteM TpS+"/+, TT pS+"+%- TTT pS+"+/- TTTT pS+"++/
SourceM 5ased on the sample survey"
?$ CONCLUSION
3))ravated by the diverse :ndin)s of the previous studies on distribution channel innovation and
:rm performance, based on /*+ eport'oriented SME samples in 2ndonesia, this study con:rms the
concept that distribution channel eDciency mediated the relationship bet4een distribution channel
innovation and the SMEs performance" 2t can be concluded by doin) innovation in distribution channel
activities particularly in information sharin) and transportation coordination can enhance the eDciency
4hich improve SME<s performance as they mediate the relationship" Ghile other innovations such as
assortment innovation & 4arehousin) innovation also lead to :rm performance" More importantly as
the )overnment assistance has limitation to support the SMEs, SMEs themselves su))ested innovatin)
their distribution channels"
@$ IMPLICATIONS OF THE STUDY
(evertheless, the result of the study limitedly focused in internal aspects ho4 innovation in
distribution channels e?ect distribution performance of SMEs eport oriented" #his appeared to be the
4ea.ness of the study as eternal aspects obviously eplain distribution performance in turn e?ect :rm
performance" Co4ever, as study conducted by M"Mohd Eosli et al, (*+/*) on SMEs found )lobal
orientation is si)ni:cantly associated 4ith :rm performance, 3.ira, et all, (*+//) found that the
involves of institutions are si)ni:cant 4ith innovation in 2ndonesian SMEs that lead to their :rm
performance" Furthermore, Piaobo et al, (*+//) found infrastructure 4as si)ni:cant factors to enhance
:rm performance 4hilst relatin) 4ith 2# infrastructure, study of Eonald et al, (*+/+) found 2#
infrastructure lead to :rm performance"
Further study by Sumeet et al,(*+//), seein) the evidence of (orth 3merican Free #rade 3rea
((3F#3), 3sean Free #rade 3rea (3F#3) 4hich is developed by the members to create a free Io4 of
)oods, services, investment, and a free capital Io4, eLuality economic )ro4th and poverty alleviation
(Aloyd et al, *++; in Suumet et al, *+//), identi:ed barriers be si)ni:cant in smoothin) the )oods< Io4
especially from one country to others
"
58
2n the contet of SMEs cate)ory in Kava 2ndonesia, in terms of eDciency, study of distribution channel
innovations as addressed earlier, sho4ed 4hen the innovations in distribution channels 4ere
conducted collectively or to)ether as seen in the result(table 6), the innovations are not supposed to
be implemented fully as only certain innovations 4ere si)ni:cant 4ith distribution eDciency
performance that lead to :rm performance"
Co4ever, 4hen innovation in distribution channel conducted partially as seen in the correlation (table
*), most of each distribution channel innovations eplain the eDciency performance and the
si)ni:cances are hi)h'ecept for order handlin) innovation" 3s the interaction amon) the innovations
4ere positives, these :ndin)s can be implicated that, if SMEs 4ere established or operated and focus
on one type of particular industry only' for instance SMEs eport oriented focus on inventory
innovation industry only, SMEs eport oriented focus on pac.a)in) innovation industry only, SMEs
eport oriented focused on transportation innovation industry only and et citera, the innovations are
hi)hly si)ni:cant to improve eDciency and lead to :rm performance" Koschat>.y Knut (/$$$) found
innovations in supplier intensi:ed :rms to do more in interre)ional net4or.in) to enhance :rm
performance" Further study by Kot> 3ndon) et al, (*+//) emphasi>ed that the economic )ro4th in china
relied on eport" 3nother study con:rmed by 8unusin)he (*++$) found eport activities are
si)ni:cant 4ith 78P in Srilan).a" 3nother study by Michael Mullen, et al (*++$) stated further that
international trade is associated 4ith economic )ro4th" Cere, reali>in) that SMEs establishments are
dominatin) in numbers in )lobal economy, the SMEs in illustration table * can absorb much more
employment, add much more value, and )ive much more contribution to economic )ro4th" #he last but
not least, instead of racin) 4ith other SMEs manufacturin)s, embracin) other competitors by
establishin) the complemented industries become 4ise option" #he illustration (table *) also be
relevant 4ith individual perspectives(Schumpeter /$6;, March et al, /$%0), the theory of transaction
cost(Gilliams,/$,$,/$0$), depot theory(Aeo in 5ruce,/$9,), resource base vie4 theory (Jha.raborty,
*+//)" 2t can be eplained tan)ible and intan)ible asset of innovations eplain the eDciency of SMEs
eport oriented industries leadin) to competitiveness, at last, enhance overall :rm performance"
A 6r" #7 "%e resu'" #7 "%e s"u&) %s (ee! 6rese!"e& () Ferri Kus4antoro, M"Mohd Eosli, and
Eadiah
3bdul Kader" (*+/*)" #he E?ect +f 8istribution Jhannel 2nnovation and EDciency 2ndonesian Small and
Medium Enterprise< Performance" 5rd &nternational ;onference on =usiness and Economic Research (5 rd
&;=ER -.1-. Proceedin)"/*'/6 March *+/*" (o"/,*" 2S5(M $,0'$9,'%,+%'+%'*" GE5S2#EM
%%%.internationalconference.com.my" %6/'%;%"
Jorrespondence contact '
bumi_organik@yahoo.comB ferry_malaya@yahoo.comB
ferri_kus%antoro@sis%a.um.edu.my" Eesidence' Kl" Stasiun .emban) baru, no"//, .emban) baru,
ma)u4ohar!o, depo., %%*0*, 2ndonesia" PhoneM U9*'*,;';00*,$
"
5
ACKNO-LED:EMENT
8ata for this study 4ere dra4n from the dataset used by the :rst author in his Phd study at the Faculty
of Economics and 3dministration, University of Malaya, Kuala Aumpur, Malaysia" Special than.s to the
7eneral 8irectorate of Ci)h 2nstitution, Ka.arta, 2ndonesia for providin) scholarship for the study &
Kanabadra University 1o)ya.arta, 2ndonesia, for the cooperation"
NOTES
N$+$ D#0u5e!"s 7#r eB6#r"3 ,AA=
N$,$ Ti5e 7#r eB6#r" (&)s)3 ,AA=
S#ur0e N$+&N$,* -#r'& B!; (,AA=) i! Tu'us(,AA@)
N$.$ C#56ris#! '#8is"i0 i!7rs"ru0"ure #7 0#u!"ries i! ASEAN3 Ci'!i (,A+A)
Jountries
Jambodia
2ndonesia
Aaos
Malaysia
Philipina
Sin)apore
#hailand
=ietnam
5urma
Port
Poor
Poor
(ot 3pplicable
7ood
Fair
7ood
7ood
Fair
7ood
3irport
Fair
Fair
Poor
7ood
Fair
7ood
7ood
Fair
Poor
Eail4ay
Poor
7ood
(ot 3pplicable
7ood
Fair
7ood
7ood
Fair
Poor
Eoad
Poor
Fair
Fair
7ood
Fair
7ood
7ood
Fair
Fai
r
60
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2ndustrial 8istribution Jhannels" Kournal of 5usiness Eesearch, 6*, /0$'*++"
5ruce E"Mallen"(/$9,)" #he Mar.etin) Jhannel" 3 Jonceptual =ie4point" Kohn 4iley and Sons, 2nc" (e4
1or."
Jhan), 1"C" (/$$0)" Ao)istical Mana)ement" C4a'#ai 5oo.store Atd", #ai4an"
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3dvanta)e" #he 2UP Kournal of 5usiness Strate)y, 0(*)"
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En)ineerin) Josts and Production Economics, /0, *0%'$*"
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2ndustrial En)ineerin), *+( 9), ;+"
8unusi)he, P" (*++$)" Fn Eport Jomposition and 7ro4thM Evidence from Sri Aan.a" South 3siaSFU#C
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Elliot 5endoly, F" E" K" (*++;)" EEP architecturalBoperational ali)nment for order'processin) performance"
2nternational Kournal of Fperations & Production Mana)ement, *;(/), $$'//,"
Ely Aaureano Paiva and Auciana MarLues =ieira" Universidade"(*++$)" 5ra>il" 2nternational operations
and eport performanceM an empirical study" Mana)ement Eesearch (e4s, 6*(6), *,*'*0%"
Fabricio salvador, J" F" (*++;)" E?ective Product 3ssortment JommunicationM Fvercomin) #he Product
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FernXande>, M" !" K" (" H" (*++9)" #he role of information technolo)y in corporate strate)y of small and
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2nternational Small 5usiness Kournal, /,(/), 69'%/"
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#ransportation and Ao)istics" Jhalmers University of #echnolo)y" 7otebor)" S4eden
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0%"
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Kames 3" Gol? and #impthy A" Pett"(*++9)" Small'Firm Performance M Modelin) the Eole of Product and
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,(9), ,6,',%,
Kon)manilaa, Payphone, and #a.ahashib 1oshi" (*++$)" 2nnovation, Eport Performance and Pro:tability
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Evidence
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2nternational, Mar.etin) Eevie4, /$(*), /$+'*+6"
Meyer, C" (/$$/)" 3n ei)ht'step approach to inventory accuracyM a case study at leviton manufacturin)
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Me)hana 3yya)ari, #horsten 5ec., and 3sli 8emir)\]'Kunt, (*++%)" Small and Medium Enterprises
across the 7lob"
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Mullen, M" E" (*++$)" E?ects of 2nternational #rade and Economic 8evelopment on Yuality of Aife"
Kournal of Macromar.etin) "*$(6), *;;'%0"
Miller, 8", and Friesen, P" (/$0*a)" 2nnovation in conservative and entrepreneurial :rmsM #4o models of
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Yuantum versus piecemeal'incremental approaches" 3cademy of Mana)ement Kournal, *%(;),
09,'0$*"Mu.hamad (a!ib and 3.ira Kiminami" (*+//)" 2nnovation, cooperation and business
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Frser, 5", Co)arth'
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F>)ulbas, (", Koyuncu)il 3" S" & 1ilma>, F" (*++9)" 2dentifyin) the E?ects of Firm Si>e on Financial
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si>e in a science'based industry" 2nternational 5usiness Eevie4, /9, *,% Q *$6"
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5usiness Eporters" 2nternational Mar.etin) Eevie4, //(;), /$'6;
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Eeynolds, P" 8" (/$$$)" (e4 and Small :rms in Epandin) Mar.ets M Small and Medium'Si>ed Enterprises
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Eialp, 3" 3inn, J" and #hach, S" *++*" Eplorin) Jhannel 2nternationali>ation amon) Spanish Eporters"
2nternational Mar.etin) Eevie4, /$(*), /66'/%%"
Eonald Eamire> a, (" M", Ed4ard Aa4ler (*+/+)" 2nformation technolo)y infrastructure, or)ani>ational
process redesi)n, and business valueM 3n empirical analysis" 8ecision Support Systems, ;$, ;/,'
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Eui!)ro., K"J" (*++/) "3dvanced Ao)istics and 2J#" Jonference Proceedin) Gorld Jonference of #ransport
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9, (o" 6- March *+// %(9)"
Scot 1oun) in Kean'Pierre Aacroi, E" 7" 8" (*++,)" Pac.a)in) Performance " 2s your pac.a)in) measurin)
upZ Ghite paper"
Spra)ue, A"7 and Gac.er, K" (/$$9), Macroeconomic analyses of inventories" learnin) from practice"
2nternational Kournal of Production Economics, ;%" *6/',"
Slater, S" F", & (arver, K" J" (/$$;)" 8oes competitive environment moderate the mar.et orientation'
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Shaomin) Hou, S" S" (/$$0)" #he determinants of eport performanceM a revie4 of the empirical
literature
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Somuyi4a, 3" F" (*+/+)" Modelin) Futbound Ao)istics Jost Measurement System of Manufacturin)
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Schumpeter, K"3" (/$6;)" #he #heory of Economic 8evelopment" Jambrid)e, M3 M Carvard University
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Subramanya,K"(" 8" S" J" S" (*++$)" 2nte)rated Schedulin) of a #4o Sta)e Supply Jhain (et4or. usin)
Simulation Q 3 Jase Study" 2nternational Kournal of Jomputer Science and (et4or. Security,$(;),
#adeus>, S" (*++$)" Joordinated supply chain schedulin)" 2nternational Kournal of Production Economics,
/*+(*), ;6,';%/"
#ambunan, #" (*++$)" 3sia'Paci:c #rade Economists Jonference #rade'Aed 7ro4th in #imes of Jrisis"
Un)son 7E, Steers EM, Par. SC" (/$$,)" Korean EnterpriseM #he Yuest for 7lobali>ation" 5ostonM Carvard
5usiness School Press"
Ula)a, G" (*++6)" Japturin) =alue Jreation in 5usiness EelationshipsM 3 Justomer Perspective" 2ndustrial
Mar.etin) Mana)ement, 6*, 9,, ' 9$6"
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=andenber), P" (*++9)" Poverty reduction throu)h small enterprises" SEE8 Gor.in) Paper (,%)"
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Mana)ement Eesearch (e4s, 6*(6), *,*'*0%"
Galters J"7lenn (/$,,)"
Mar.etin) Jhannels" 7oodyear Publishin) Jompany, 2nc"Santa Monica,
Jalifornia"
Gei)and, E"E" (/$0$)" #he 7ray Mar.et Jomes to Kapan" Jolumbia Kournal of Gorld 5usiness, *;(6), /0'
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Gei)and, E"E" (/$$/) Parallel 2mport J8 JhannelsM Fptions for Preservin)" #erritorial 2nte)rity" Jolumbia"
Kournal of Gorld 5usiness, *9(/), %6'9+"
Gaidrin)er, K" and En), A" (*++/)" 3 Jonceptual 3pproach to compleity in Ao)istics system"
Gilliamson, F" E" (/$0$)" #ransaction cost economics" 2n E" Schmalensee & E" Gilli) (Eds"), Candboo. of
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2ntroduction"8iscussion Paper"
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(*9/$/)"
Gorld 5an., *++6d, 2ndonesiaM 5eyond Macro'economic Stability" 3
Gorld
5an. 5rief for the
Jonsultative 7roup on 2ndonesia, Eeport (*,6,;)'2(8"
Piaobo Hhan) a , A" M" a" 7" 3" b" (*+//)" 2nfrastructure and Jluster 8evelopmentM 3 Jase Study of
Candloom Geavers in Eural Ethiopia" Kournal of 8evelopment Studies" ;,(/*), /09$Q/00
9R"#$%" J&$'()*
J$'()* +(+ %"%,)-)# ."(.)(/ 0"(/)'$- 0"'$,)-)( ).)$ +(&1)#+ 2)*)% 2+#.'+,$#+ 0'&2$3 0)2) U#)-)
4"5+* M"("(/)- 6U4M7 8)(/ ,"',)#+# "3#0&' 3" *$)' ("/"'+. M"(//$()3)( #)%0"* #",)(8)3 120
U4M ,"',)#+ )/'+,+#(+# 2+ P$*)$ J)9): 0"("*+.+)( +(+ %"(/-)#+*3)( -)#+* 8)(/ +%0'"#+; 2)*)% +(&1)#+
"3#0&' 0'&2$3 U4M. P"';&'%)(#+ U4M 2+(+*)+ 2)'+ 1&*$%" 0"(<$)*)( "3#0&': +(."(#+.)# "3#0&' 2)(
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