The mediating effect of operational capabilities on operational performance

Abstract

Purpose: Collaboration and operational capabilities are two strengths for managing supply chains to achieve operational performance. In this context, this study aims to analyze the mediating effect of operational capabilities on the relationship between collaborative supply chain management and operational performance. Design/methodology/approach: The study design consisted of a theoretical framework to estimate the mediation paths by latent variable structural modeling methods. A survey of 138 respondents from Brazilian capital goods companies was conducted. Findings: The study revealed that operational capabilities partially mediate the relationship between collaborative supply chain management and operational performance. The findings provide important guidance for managers to strengthen the relationship with suppliers to continuously improve operational capability. Research limitations/implications: As the sample size was made up of 138 respondents, it was impossible to revalidate the theoretical–empirical model. New data need to be collected to re-evaluate the structural model and expand them to other economic segments. Practical implications: By examining the theoretical insights and empirical findings, the study expanded knowledge about collaborative management and the understanding of the importance of operational capabilities in the relationship between collaborative management and operational performance for management practices. Originality/value: The study developed a theoretical–empirical measurement model, reliable and statistically validated, to test the mediating effect of operational capabilities in the relationship between collaborative management and operational performance.