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.