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Sustainable competitiveness practices of SMEs: a strategic framework using integrated DEMATEL-NK model

Nikhil Suryakant Ghag (Operations and Supply Chain Management, National Institute of Industrial Engineering (NITIE), Mumbai, India)
Padmanav Acharya (Operations and Supply Chain Management, National Institute of Industrial Engineering (NITIE), Mumbai, India)
Vivekanand Khanapuri (Operations and Supply Chain Management, National Institute of Industrial Engineering (NITIE), Mumbai, India)

Journal of Global Operations and Strategic Sourcing

ISSN: 2398-5364

Article publication date: 29 December 2022

31

Abstract

Purpose

It is critical for small and medium-scale enterprises (SMEs) to review and monitor sustainability performance indicators across three dimensions: economic, environmental and social to attain long-term competitiveness. SMEs lack a holistic perspective on sustainability; they are frequently hindered from contemplating environmentally favorable investments beyond what is legally needed. The purpose of this paper is to present a joint Decision-making trial and Evaluation Laboratory (DEMATEL) and NK methodology for developing a process model for introducing and implementing sustainable competitiveness practices for SMEs.

Design/methodology/approach

This study addresses the issue by adopting a sustainable competitiveness practices framework and applying a novel method that integrates DEMATEL and NK model for evaluating and developing the implementation path model for Indian manufacturing SMEs.

Findings

This paper also demonstrates that not only the relational practice itself but also the order in which the relational practices are implemented can be related to performance. According to the authors' preliminary findings, organizations in this study should first implement a social dimension, which includes sustainable leadership, knowledge sharing, etc., then an economic dimension like quality, sustainable innovations, etc., and finally environmental dimensions like green marketing, solid waste reduction, etc., with their management for competitiveness.

Research limitations/implications

These findings offer some preliminary information as well as advice for managers and policymakers looking to integrate sustainable efforts.

Practical implications

This study asserts that not only the interdependent practice but also the sequence of implementation is important and can relate to the performance. The path result shows that the organization develops first sustainable design and product development (economic), sustainable leadership (social) and solid waste reduction (environmental) practices.

Originality/value

There is no such study that develops a process model for introducing and implementing sustainable competitiveness of SMEs which assesses and analyzes the interdependencies across relational behaviors, to the best of authors’ knowledge. The novelty of this work lies in integrating DEMATEL-NK model approach.

Keywords

Citation

Ghag, N.S., Acharya, P. and Khanapuri, V. (2022), "Sustainable competitiveness practices of SMEs: a strategic framework using integrated DEMATEL-NK model", Journal of Global Operations and Strategic Sourcing, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/JGOSS-06-2022-0064

Publisher

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Emerald Publishing Limited

Copyright © 2022, Emerald Publishing Limited

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