RBV in a context of supply chain management

Vitorino Filho, Valdir Antonio; Moori, Roberto Giro

doi:10.1590/0104-530X4731-20

Valdir Antonio Vitorino Filho

Instituto Federal de São Paulo – IFSP, Capivari, SP, Brasil. E-mail: valdir.vitorino@gmail.com

http://orcid.org/0000-0002-2610-2553

Roberto Giro Moori

Universidade Presbiteriana Mackenzie – UPM, Programa de Pós-graduação em Administração – PPGA, São Paulo, SP, Brasil. E-mail: roberto.g.moori@gmail.com

Figures (2)
Tables (7)

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Figure 1
Theoretical-empirical model. Source: Prepared by the authors (2017).

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Figure 2
Theoretical-empirical model. Observation: Model estimated by the SmartPLS^® software version 2.0 M3 (Ringle et al., 2015Ringle, C. M., Wende, S., & Becker, J. M. (2015). SmartPLS 3. Bönningstedt: SmartPLS GmbH. Retrieved in 2017, August 20, from https://www.smartpls.com/
https://www.smartpls.com/... ) and significances estimated by bootstrap with n=125 and 5,000 repetitions. Source: Research data (2017).

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Table 1
Research universe and sampling.

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Table 2
Load factor for each measure of the measurement model.

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Table 3
Validation and bivariate correlation between the constructs.

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Table 4
Values of the predictive validity indicators (Q²) and effect size (f² ).

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Table 5
Structural coefficients and hypothesis testing.

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Table 6
Direct, indirect, and total effects of the constructs of the measurement model.

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My company... Degree of Agreement 1 2 3 4 5 6 Supply Chain Management G1 Selects key suppliers. G2 Develops some kind of partnership with suppliers. G3 Uses information systems to exchange information with suppliers (EDI, VMI, CPFR). G4 Plans, together with supply chain partners, promotional events. G5 Develops, together with supply chain partners, the market forecast. G6 Manages, together with supply chain partners, the entire inventory. G7 Plans, together with supply chain partners, the variety of products. G8 Works together with partners in the supply chain to find solutions. G9 Uses information systems to exchange information with customers (EDI, VMI, CPFR). Strategic planning and management E1 Analyzes the opportunities and threats of the external environment. E2 Analyzes the strengths and weaknesses of its internal environment. E3 Establishes mission, vision, and organizational goals. E4 Formulates strategies that combine the strengths and weaknesses of the company with the opportunities and threats of the environment. E5 Implements and carries out strategic control activities to ensure that the objectives are achieved. Resource-based view R1 Has sufficient physical resources. R2 Has sufficient human resources R3 Has sufficient organizational resources. R4 Has sufficient technological resources R5 Has sufficient financial resources. Financial performance D1 Has a good profit margin on sales. D2 Has increased sales in the international market. D3 Has increased sales in the domestic market. D4 Has a larger market share. D5 Has higher billing. D6 Has higher return on investment (ROI). D7 Has greater gross profitability.

City/State	N.^* * N. = number; Associated Companies	%^ % = percentage. Source: Research data (2017).	Sample	%**
Campinas/SP	318	31.09	40	32.00
Belo Horizonte/MG	386	37.73	51	40.80
Blumenau/SC	74	7.23	10	8.00
Recife/PE	183	17.89	10	8.00
Rio de Janeiro/RJ	24	2.35	7	5.60
São José dos Campos/SP	38	3.71	7	5.60
	1023	100.00	125	100.00

	Construct/Statements			SM	RBV	SCM
BP	D3	has higher sales in the domestic market.	0.76	0.00	0.14	0.13
	D4	has a greater market share.	0.93	– 0.04	0.30	0.27
	D5	has a greater turnover.	0.96	0.00	0.35	0.30
	D6	has a higher return-on-investment (ROI).	0.86	– 0.05	0.12	0.23
	D7	has greater gross profitability.	0.91	0.02	0.22	0.28
SM	E1	analyzes the opportunities and threats of the external environment.	– 0.03	0.82	0.24	0.32
	E2	analyzes the strengths and weaknesses of its internal environment.	– 0.11	0.89	0.32	0.29
	E3	establishes organizational missions, visions, and objectives.	0.05	0.88	0.37	0.31
	E4	formulates strategies that combine the strengths and weaknesses of the company with the environment’s opportunities and threats.	0.00	0.86	0.47	0.32
	E5	performs strategic control activities to ensure that the objectives are achieved.	0.01	0.78	0.34	0.24
RBV	R1	has sufficient physical resources.	0.18	0.37	0.83	0.44
	R2	has sufficient human resources.	0.26	0.31	0.90	0.45
	R3	has sufficient organizational resources.	0.22	0.35	0.90	0.45
	R4	has sufficient technological resources.	0.30	0.42	0.84	0.44
SCM	G4	plans promotional events along with supply chain partners.	0.32	0.27	0.52	0.87
	G5	develops the market forecast along with supply chain partners.	0.25	0.32	0.44	0.90
	G6	manages all the inventory along with supply chain partners.	0.28	0.23	0.49	0.93
	G7	plans product variety along with supply chain partners.	0.18	0.25	0.44	0.90
	G8	works along with supply chain partners to find solutions.	0.20	0.46	0.33	0.77

Constructs	Average	Standard deviation	BP	SM	RBV	SCM
BP	3.54	1.11	0.88
SM	4.60	0.88	– 0.01	0.85
RBV	4.56	0.89	0.28^* * < 0.05: significance level (t > 1.96). Source: Research data (2017).	0.42^ < 0.01: significance level (t > 2.58).	0.87
SCM	4.25	1.13	0.29**	0.35**	0.51**	0.88
Unidimensionality (Cronbach’s alpha) →			0.93	0.90	0.89	0.92
Average Variance Extracted (AVE) →			0.78	0.72	0.75	0.77
Composite Reliability (CR)			0.95	0.93	0.92	0.94

Construct	CV RED (Q2)^* * CV RED (Q2) = Cross Validated Redundacy, evaluates how close the model is to what was expected of it (or the model prediction quality or adjusted model accuracy);	CV COM (f2)^ CV COM (f2) = Cross Validated Communality, evaluates how much each construct is “useful” for the adjustment of the model. Values of 0.002, 0.15 and 0.35 are considered small, medium and large, respectively. Source: Research data (2017).
SCM	0.64	0.64
RBV	0.24	0.56
SM	0.09	0.58
BP	0.09	0.67
Reference values	Q² > 0	0.02 = small effect
		0.15 = mean effect
		0.35 = great effect

Structural relationship	Structural coefficient	Standard error	t value	Hypothesis	Decision
SM → BP	– 0.20	0.11	1.85	H₅	Does not support
SM → RBV	0.28	0.10	2.70	H₄**	Supports
RBV → BP	0.25	0.12	2.12	H₆*	Supports
SCM → BP	0.23	0.10	2.34	H₃*	Supports
SCM → SM	0.35	0.09	4.03	H₁**	Supports
SCM → RBV	0.41	0.08	5.42	H₂**	Supports

Constructs	BP	SM	RBV
BP	0	0	0
SM	– 0.13	0	0.28
RBV	0.25	0	0
SCM	0.29	0.35	0.51

[1] Observation:

[TFN1] ^*
N. = number;

[TFN2] ^**
% = percentage. Source: Research data (2017).

Brasil

Brasil

RBV in a context of supply chain management

A RBV em contexto de gestão da cadeia de suprimentos

Abstract: