Strategic capabilities, innovation strategy and the performance of food and beverage small and medium enterprises

The main objective of this study is to examine the mediating role of innovation strategy on the relationship between strategic capabilities and the performance of Small and Medium Enterprises (SMEs) in the Food and Beverage (F&B) industry. Strategic capabilities, as a construct in this study, co...

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Main Author:	Salisu, Yakubu
Format:	Thesis
Language:	eng eng
Published:	2019
Subjects:	HB615-715 Entrepreneurship Risk and uncertainty Property
Online Access:	https://etd.uum.edu.my/8086/1/s902002_01.pdf https://etd.uum.edu.my/8086/2/s902002_02.pdf
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id	my-uum-etd.8086
record_format	uketd_dc
institution	Universiti Utara Malaysia
collection	UUM ETD
language	eng eng
advisor	Abu Bakar, Lily Julienti
topic	HB615-715 Entrepreneurship Risk and uncertainty Property HB615-715 Entrepreneurship Risk and uncertainty Property
spellingShingle	HB615-715 Entrepreneurship Risk and uncertainty Property HB615-715 Entrepreneurship Risk and uncertainty Property Salisu, Yakubu Strategic capabilities, innovation strategy and the performance of food and beverage small and medium enterprises
description	The main objective of this study is to examine the mediating role of innovation strategy on the relationship between strategic capabilities and the performance of Small and Medium Enterprises (SMEs) in the Food and Beverage (F&B) industry. Strategic capabilities, as a construct in this study, consist of top management capability, technological capability, learning capability and relational capability. Equally in the construct are innovation strategy and SMEs performance. After reviewing the available relevant literature on strategic capabilities and innovation strategy, a conceptual framework was developed based on the Resource Based View (RBV) and Dynamic Capability Theory (DCT). Based on the model developed, a questionnaire was constructed and personally administered at random to collect the data from 229 respondents in the study area. Algorithm and bootstrapping techniques of Partial Least Squared Structural Equation Model (Smart PLS-3.0) was used to test the developed hypotheses of the study. The statistical results of the test supported most of the relationship hypothesized for the study. Top management and technological capabilities positively and significantly relates to F&B SMEs performance. Similarly, top management, technological, learning and relational capabilities significantly and positively related to SMEs innovation strategy. Innovation strategy positively impacted on performance. However, no significant relationship between learning capability, relational capability and SMEs performance was established. Moreover, significant mediation effect was established for all the four hypotheses. Consequently, the significant positive impacts of top management, technological, learning and relational capabilities postulate that these variables are valuable in influencing performance directly and indirectly through innovation strategy. On this note, F&B SMEs’ managers are encouraged to develop and maintain these strategic capabilities for outstanding performance. The results of this research have contributed significantly to the body of existing literature, provided a guide to managers and policies makers, and proffered suggestion for future research based on limitation of the study.
format	Thesis
qualification_name	Doctor of Philosophy (PhD.)
qualification_level	Doctorate
author	Salisu, Yakubu
author_facet	Salisu, Yakubu
author_sort	Salisu, Yakubu
title	Strategic capabilities, innovation strategy and the performance of food and beverage small and medium enterprises
title_short	Strategic capabilities, innovation strategy and the performance of food and beverage small and medium enterprises
title_full	Strategic capabilities, innovation strategy and the performance of food and beverage small and medium enterprises
title_fullStr	Strategic capabilities, innovation strategy and the performance of food and beverage small and medium enterprises
title_full_unstemmed	Strategic capabilities, innovation strategy and the performance of food and beverage small and medium enterprises
title_sort	strategic capabilities, innovation strategy and the performance of food and beverage small and medium enterprises
granting_institution	Universiti Utara Malaysia
granting_department	School of Business Management
publishDate	2019
url	https://etd.uum.edu.my/8086/1/s902002_01.pdf https://etd.uum.edu.my/8086/2/s902002_02.pdf
_version_	1747828320597180416
spelling	my-uum-etd.80862022-10-06T02:13:05Z Strategic capabilities, innovation strategy and the performance of food and beverage small and medium enterprises 2019 Salisu, Yakubu Abu Bakar, Lily Julienti School of Business Management School of Business Management HB615-715 Entrepreneurship. Risk and uncertainty. Property HF5549-5549.5 Personnel Management. Employment The main objective of this study is to examine the mediating role of innovation strategy on the relationship between strategic capabilities and the performance of Small and Medium Enterprises (SMEs) in the Food and Beverage (F&B) industry. Strategic capabilities, as a construct in this study, consist of top management capability, technological capability, learning capability and relational capability. Equally in the construct are innovation strategy and SMEs performance. After reviewing the available relevant literature on strategic capabilities and innovation strategy, a conceptual framework was developed based on the Resource Based View (RBV) and Dynamic Capability Theory (DCT). Based on the model developed, a questionnaire was constructed and personally administered at random to collect the data from 229 respondents in the study area. Algorithm and bootstrapping techniques of Partial Least Squared Structural Equation Model (Smart PLS-3.0) was used to test the developed hypotheses of the study. The statistical results of the test supported most of the relationship hypothesized for the study. Top management and technological capabilities positively and significantly relates to F&B SMEs performance. Similarly, top management, technological, learning and relational capabilities significantly and positively related to SMEs innovation strategy. Innovation strategy positively impacted on performance. However, no significant relationship between learning capability, relational capability and SMEs performance was established. Moreover, significant mediation effect was established for all the four hypotheses. Consequently, the significant positive impacts of top management, technological, learning and relational capabilities postulate that these variables are valuable in influencing performance directly and indirectly through innovation strategy. On this note, F&B SMEs’ managers are encouraged to develop and maintain these strategic capabilities for outstanding performance. The results of this research have contributed significantly to the body of existing literature, provided a guide to managers and policies makers, and proffered suggestion for future research based on limitation of the study. 2019 Thesis https://etd.uum.edu.my/8086/ https://etd.uum.edu.my/8086/1/s902002_01.pdf text eng public https://etd.uum.edu.my/8086/2/s902002_02.pdf text eng public phd doctoral Universiti Utara Malaysia AbdulHamid, N. Aa., & Tasmin, R. (2013). The relationship of business innovation capabilities and technology innovation capabilities on SMEs organization performance: A conceptual framework. In Proceedings The 2nd International Conference On Global Optimization and Its Applications 2013 (ICoGOIA2013) (Vol. 2, pp. 121–128). Abereijo, I. O., Adegbite, S. A., Ilori, M. O., Adeniyi, A. A., & Aderemi, H. A. (2009). Technological innovation sources and institutional supports for manufacturing small and medium enterprises in Nigeria. 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Strategic capabilities, innovation strategy and the performance of food and beverage small and medium enterprises

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