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( ISSN 2811-2466 )                                                                                        OFOEGBU, Wilson Chukwuemeka* 

https://ijojournals.com/                                                               Volume 05 || Issue 12 || December, 2022 || 

SUPPLY CHAIN AGILITY AND ORGANIZATIONAL PERFORMANCE OF MANUFACTURING FIRMS IN RIVERS STATE 

 

 

 

 

 

 

 

 
 

 
 

 

Abstract 

The study's overarching goal is to use empirical evidence to draw conclusions on the connections 
between supply chain agility, organisational performance, and manufacturing firms in the state of 
Rivers. Researchers conducted a study using statistical analysis to test all proposed ideas, after 
collecting numerical data through a survey. The study included all officially registered 
manufacturing companies in Rivers State, as most businesses were situated there. Rivers State 
has 29 legally registered manufacturing businesses. Six delegates were sent to each company, 
one from each of the six departments that comprised the organisation: purchasing, 
manufacturing, marketing, research and development, and customer service. The sample size for 
the quantitative study was 144 individuals. Researchers evaluated the internal reliability using 
the Cronbach's Alpha method. Each item needed to score above 0.7 on the Likert scale for this 
method to be applied. All hypotheses were confirmed as the data table showed strong positive 
connections (0.921, 0.874, 0.872, and 0.886) between the variables. The data indicated a positive 
relationship between all aspects of supply chain agility and the performance of manufacturing 
businesses in Rivers State. Researchers in Rivers State discovered that the performance of 
industrial enterprises would enhance if managers maintained professional relationships with their 
colleagues. 
 
Keywords: network integration, virtual integration, efficiency, profitability 

 

 

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SUPPLY CHAIN AGILITY AND ORGANIZATIONAL PERFORMANCE OF

  MANUFACTURING FIRMS IN RIVERS STATE

OFOEGBU, Wilson Chukwuemeka

Department of Management, Faculty of Management Sciences, University of Port 
Harcourt, Choba, Rivers State

Oloda Oluwatayo Felix
Department of Business Administration

Federal University Otuoke, Bayelsa State



IJO- INTERNATIONAL JOURNAL OF SOCIAL SCIENCE AND HUMANITIES RESEARCH  

( ISSN 2811-2466 )                                                                                        OFOEGBU, Wilson Chukwuemeka* 

https://ijojournals.com/                                                               Volume 05 || Issue 12 || December, 2022 || 

SUPPLY CHAIN AGILITY AND ORGANIZATIONAL PERFORMANCE OF MANUFACTURING FIRMS IN RIVERS STATE 

 

 

 

 

Introduction  

Due to the intensely competitive environment, supply chain agility (SCA) is now at a crucial 

point (Golgeci, Bouguerra, & Rofcanin, 2019). Information systems play a crucial role in the 

supply chain by facilitating supply chain agility, as highlighted by Gunasekaran, Yusuf, Adeleye, 

Papadopoulos, Kovvuri, & Geyi (2019). According to Gunasekaran et al. (2019) and Wei, Ke, 

Liu & Wei (2020), supply chain integration is a strategic approach that enables seamless 

integration and enhances the operational efficiency of the firm. Improving operational efficiency 

to enhance customer satisfaction is now crucial in today's competitive industry, as highlighted by 

Stock & Seliger (2016) and Xu & Liu (2017). Haidar (2019) reported that in Nigeria, the 

manufacturing industry plays a significant role, accounting for approximately 8% of the 

country's GDP. Adekoya (2019) claims that it is one of Nigeria's largest economies and 

contributes to the growth of the national economy. Levinson (2018) asserts that it creates jobs 

and improves the standard of living for residents. Among the highly concentrated sub-industries 

in this sector are cement, textile and apparel, chemicals, metal, computer and electronic goods, 

furniture and wood products, coal products, petroleum, etc. Due to fierce competition and a lack 

of regulation, enterprises within the industry are facing challenges in sustaining their operations. 

Despite being a concentrated sub-industry, the sector is experiencing a decline in predicted 

production, profit margin, and its contribution to the GDP, as noted by Adekoya (2019) and 

Haidar (2019). 

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IJO- INTERNATIONAL JOURNAL OF SOCIAL SCIENCE AND HUMANITIES RESEARCH  

( ISSN 2811-2466 )                                                                                        OFOEGBU, Wilson Chukwuemeka* 

https://ijojournals.com/                                                               Volume 05 || Issue 12 || December, 2022 || 

SUPPLY CHAIN AGILITY AND ORGANIZATIONAL PERFORMANCE OF MANUFACTURING FIRMS IN RIVERS STATE 

 

 

 

 

In light of the competitive business environment of today, organisations need to devise strategies 

for preserving their competitive edge, increasing profitability, and upholding corporate 

performance. Cho & Dansereau (2010) define organisational performance as a company's 

performance in reference to its aims and objectives. The total of actual results or organisational 

outcomes that are contrasted with anticipated outcomes is what Daniel & Kevin (2015) define as 

organisational performance. The performance of organisations greatly influences the interest that 

individuals have in management courses. The organisation puts a high priority on continuous 

implementation as it believes that it can grow by improving performance (Gavrea, Corina, Ilies, 

Liviu & Stegerean, 2011). A range of business factors, such as work processes, relationships 

within teams and groups, business culture and policy image, leadership and climate, all 

contribute to organisational performance and foster innovation, according to Cho, Park, Kim, 

Park, Moon, Chong, Sung, Kim, Jeong, Lee, Choi, Woo, Kim & Kim (2011). 

 

The ability to respond promptly to customer needs is vital for success in the present economic 

landscape, as highlighted by Feizabadi, Gligor & Alibakhshi (2019). When discussing agility, it 

essentially comes down to enabling and prioritizing responsiveness. This suggests that for 

attaining supply chain agility, supply networks should prioritize customer needs over forecasts, 

as indicated by Afshan & Motwani (2021) and Gunasekaran et al. (2019). Technology utilisation 

is critical to a company's success. Strategic SC management has been shown to aid improve SSC 

performance (Khan, Waheed, Farrukh & Ashfaq, 2019; Afshan & Motwani, 2021). To further 

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IJO- INTERNATIONAL JOURNAL OF SOCIAL SCIENCE AND HUMANITIES RESEARCH  

( ISSN 2811-2466 )                                                                                        OFOEGBU, Wilson Chukwuemeka* 

https://ijojournals.com/                                                               Volume 05 || Issue 12 || December, 2022 || 

SUPPLY CHAIN AGILITY AND ORGANIZATIONAL PERFORMANCE OF MANUFACTURING FIRMS IN RIVERS STATE 

 

 

 

 

address uncertainties and changes, SCA aims to reconfigure all resources, including customer 

sensitivity, process integration, network integration, and virtual integration, as fast as possible 

(Hsu & Chang, 2021). Previous research on supply chains has concentrated on different sectors 

(Shah & Motwani, 2021; Manzoor, Baig, Hashim, Sami, Rehman & Sajjad, 2022; Chae, Olson, 

& Sheu, 2014; Rafique, Kai, & Waheed, 2018; Gunasekaran et al., 2019). Hence, it is crucial for 

this study to investigate the organizational performance and supply chain agility of industrial 

companies operating in Rivers State. 

Statement of the Problem 

Adekoya (2019) reports that the manufacturing sector is experiencing a decline. This is attributed 

to a number of problems, including high exchange rates, poor infrastructure, power outages, 

multiple taxes, an increase in imported goods, a scarcity and high cost of raw materials, and, 

most recently, challenges in managing the reverse flows of input and output. Operations, which 

involve integrating and efficiently managing essential value-adding tasks, form the basis of 

supply chain management in the manufacturing industry. Effective supply chain management 

will enhance both the company's performance and the delivery chain for products to consumers 

(Sillanpaa, 2012 & Al-Madi, 2017). It has been observed that the manufacturing sector has not 

managed to decrease its dependence on locally produced and manufactured raw materials. 

Instead, it has experienced a sharp decline in productivity, high manufacturing costs, slow 

responsiveness to customer demands, lack of action on consumer complaints and returns, limited 

understanding of warranties, poor distribution and production quality, and ineffective supply 

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IJO- INTERNATIONAL JOURNAL OF SOCIAL SCIENCE AND HUMANITIES RESEARCH  

( ISSN 2811-2466 )                                                                                        OFOEGBU, Wilson Chukwuemeka* 

https://ijojournals.com/                                                               Volume 05 || Issue 12 || December, 2022 || 

SUPPLY CHAIN AGILITY AND ORGANIZATIONAL PERFORMANCE OF MANUFACTURING FIRMS IN RIVERS STATE 

 

 

 

 

chain management. The high rate of import tariffs imposed by the government and the 

uncertainty surrounding the import of raw materials with respect to marine safety and security 

seem to have alarmed the Manufacturers Association of Nigeria. These concerns contribute to 

the uneven supply chain cooperation in the industrial sector. Several inefficiencies have had an 

impact on the sector and reduced the output's quality. 

Aim and Objectives of the Study 

The aim of this study is to ascertain empirically the relationship between supply chain agility and 

organizational performance of manufacturing firms in Rivers State. The specific objectives are 

to: 

i. Determine the relationship between network integration and operational  efficiency of 

manufacturing firms in Rivers State. 

ii. Ascertain the relationship between network integration and goal attainment of 

manufacturing firms in Rivers State. 

iii. Investigate the relationship between virtual integration and operational  efficiency of 

manufacturing firms in Rivers State. 

iv. Examine the relationship between virtual integration and goal attainment of 

manufacturing firms in Rivers State. 

 

 

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IJO- INTERNATIONAL JOURNAL OF SOCIAL SCIENCE AND HUMANITIES RESEARCH  

( ISSN 2811-2466 )                                                                                        OFOEGBU, Wilson Chukwuemeka* 

https://ijojournals.com/                                                               Volume 05 || Issue 12 || December, 2022 || 

SUPPLY CHAIN AGILITY AND ORGANIZATIONAL PERFORMANCE OF MANUFACTURING FIRMS IN RIVERS STATE 

 

 

 

 

Research Questions 

This study seeks answers to the following research questions: 

i. How significant is the relationship between network integration and operational 

efficiency of manufacturing firms in Rivers State? 

ii. What is the relationship between network integration and goal attainment of 

manufacturing firms in Rivers State? 

iii. What is the nexus between virtual integration and operational efficiency of 

manufacturing firms in Rivers State? 

iv. How does virtual integration relate to goal attainment of manufacturing firms in Rivers 

State? 

Research Hypotheses 

H01: There is no significant relationship between network integration and operational 

efficiency of manufacturing firms in Rivers State. 

H02: There is no significant relationship between network integration and goal attainment of 

manufacturing firms in Rivers State. 

H03: There is no significant relationship between virtual integration and operational efficiency 

of manufacturing firms in Rivers State. 

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IJO- INTERNATIONAL JOURNAL OF SOCIAL SCIENCE AND HUMANITIES RESEARCH  

( ISSN 2811-2466 )                                                                                        OFOEGBU, Wilson Chukwuemeka* 

https://ijojournals.com/                                                               Volume 05 || Issue 12 || December, 2022 || 

SUPPLY CHAIN AGILITY AND ORGANIZATIONAL PERFORMANCE OF MANUFACTURING FIRMS IN RIVERS STATE 

 

 

 

 

H04: There is no significant relationship between virtual integration and goal attainment of 

manufacturing firms in Rivers State. 

Review of Related Literature 

Theoretical Foundation: The supply chain's alignment, agility, and flexibility are explained by 

the resource-based view (RBV) (Barney, 2001). Resource-based thinking (RBV) places a strong 

emphasis on resource heterogeneity, allocation, independence, utilisation, and replication in 

order to get a competitive advantage. A group of elements that together comprise the resource 

are owned or under the control of a company (Bromiley and Rau, 2016). They suggested 

integrating resources that provide a company a competitive advantage into cross-firm linkages. 

Competitive advantages may also come from relationships with outside resources (Bell-Hassan, 

2019). This hypothesis explains why organisations extend beyond their planned destination and 

has implications for corporate management (StudyCorgi, 2020). A key theoretical framework in 

the modern manufacturing and processing sector is the resource-based approach (Eike & Chutter, 

2009). This research, which is grounded on RBV theory, uses an integrated theoretical approach 

to create a conceptual model that aims to identify the essential elements of supply chain agility 

and verify the criterion variable role of organisational performance. 

 

 

 

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IJO- INTERNATIONAL JOURNAL OF SOCIAL SCIENCE AND HUMANITIES RESEARCH  

( ISSN 2811-2466 )                                                                                        OFOEGBU, Wilson Chukwuemeka* 

https://ijojournals.com/                                                               Volume 05 || Issue 12 || December, 2022 || 

SUPPLY CHAIN AGILITY AND ORGANIZATIONAL PERFORMANCE OF MANUFACTURING FIRMS IN RIVERS STATE 

 

 

 

 

Conceptual Framework 

 

 

 

  

 

  

 

 

Figure 1Conceptual Framework of Supply Chain Agility  andOrganizational Performance 

Source: Researchers’ Conceptualization. 

Concept of Supply Chain Agility(SCA) 

According to Golgeci et al. (2019), Inman and Green (2021), and Wu (2019), supply chain 

agility refers to an organization's capacity to control costs and promptly address customer needs. 

Currently, many prominent companies prioritize building agile supply chains to enhance their 

responsiveness and efficiency. Manufacturing businesses may need to participate in the process 

of developing an agile supply chain, which includes raw material suppliers, manufacturers, and 

retailers. Sanders (2007) states that successful companies work closely with their partners to 

share real-time information and coordinate inventory management. To stay competitive, 

 
Network Integration 

 
Operational Efficiency 

 

Organizational Performance 

Virtual Integration 

Supply Chain Agility   

Goal attainment 

 

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IJO- INTERNATIONAL JOURNAL OF SOCIAL SCIENCE AND HUMANITIES RESEARCH  

( ISSN 2811-2466 )                                                                                        OFOEGBU, Wilson Chukwuemeka* 

https://ijojournals.com/                                                               Volume 05 || Issue 12 || December, 2022 || 

SUPPLY CHAIN AGILITY AND ORGANIZATIONAL PERFORMANCE OF MANUFACTURING FIRMS IN RIVERS STATE 

 

 

 

 

businesses have been experimenting with new technologies and business models. This 

experimentation includes strategies such as supply chain agility. In an effort to meet market 

demands with improved quality and flexibility, businesses are also striving to establish stronger 

connections with suppliers and consumers (Tse, Zhang, Akhtar & MacBryde, 2016). Businesses 

and their suppliers will rely more on the supply chain than typical in sectors like the automotive 

industry, where product manufacturing is complicated and largely reliant on supply networks. 

Jose and Shanmugam (2019) assert that supply networks are replacing individual enterprises as 

the unit of competition. 

Network Integration: Instead of long-term partnerships, Van Hoek et al. (2001) explain network 

integration as collaborating through flexible groups of network associates. According to Barve 

(2011), coordinating supply and demand, maintaining reasonable prices, and leveraging partner 

strengths are crucial for gaining a lasting competitive edge in today's markets. It is recommended 

that suppliers participate in firm activities like joint product development, cooperative planning, 

inventory management, and shared systems (Moeen and Agarwal, 2017; Kumar et al., 2019). 

Virtual Integration: The term "virtual integration" refers to the use of supply chain data. It 

highlights the importance of information, particularly in exchanging and sharing knowledge 

(Van Hoek, Harrison, & Christopher, 2001). Virtual integration allows for independent, real-time 

planning and execution between different companies in supply networks (Maheswari & Kalyan, 

2020; Saleheen, Habib & Hanafi, 2018). Businesses gather and manage large amounts of data to 

collaborate with supply chain partners, leveraging the impact of information (Vickery, Jayaram, 

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IJO- INTERNATIONAL JOURNAL OF SOCIAL SCIENCE AND HUMANITIES RESEARCH  

( ISSN 2811-2466 )                                                                                        OFOEGBU, Wilson Chukwuemeka* 

https://ijojournals.com/                                                               Volume 05 || Issue 12 || December, 2022 || 

SUPPLY CHAIN AGILITY AND ORGANIZATIONAL PERFORMANCE OF MANUFACTURING FIRMS IN RIVERS STATE 

 

 

 

 

Droge & Calantone, 2003). Enterprise Resource Planning (ERP) is a widely adopted technology 

by manufacturing companies to oversee supply chain operations (Wagura, 2015). This change in 

the way supply chains operate also influences inventory levels. Traditional logistic systems, such 

as those described by Boone, Drake, Bohler & Craighead (2007), rely heavily on inventories.  

Organizational Performance 

Organisational performance, according to Daft (2009), is the ability of an organisation to 

accomplish its goals by making effective and efficient use of its resources. Similar to Daft 

(2009), Richardo and Wade (2010) suggested that the ability of an organisation to achieve its 

goals determines how well it performs. Apart from problems related to definition, conceptual 

problems have also adversely affected the functioning of organisations. Hefferman and Flood 

(2006) claim that conceptual clarity problems plagued organisational performance as a concept 

in modern management across many areas. Workers at companies carry out a range of duties in 

order to fulfil their job. Therefore, it is imperative that organisations perform better because staff 

dedication increases the bar for individual employee success. A dedicated employee is very 

useful to the business as they can do assigned responsibilities with little to no supervision 

(Brown, McHardy, McNabb, & Taylor, 2011). John & Elyse (2010) contend that in today's 

competitive business environment, no organisation can achieve peak performance unless it 

maximises the utilisation of its personnel. Devoted employees stay with the organisation, saving 

it money on recruiting, onboarding, and training new personnel (Brown, McHardy, McNabb, & 

Taylor, 2011). 

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IJO- INTERNATIONAL JOURNAL OF SOCIAL SCIENCE AND HUMANITIES RESEARCH  

( ISSN 2811-2466 )                                                                                        OFOEGBU, Wilson Chukwuemeka* 

https://ijojournals.com/                                                               Volume 05 || Issue 12 || December, 2022 || 

SUPPLY CHAIN AGILITY AND ORGANIZATIONAL PERFORMANCE OF MANUFACTURING FIRMS IN RIVERS STATE 

 

 

 

 

Goal Attainment: Goal attainment is the process of organising people and additional resources 

to meet collective objectives and goals. Within a social structure, political action serves as a 

means of goal accomplishment, while the development and use of power facilitates mobilisation. 

The accomplishment of objectives in the manufacturing sector may also be linked to an 

organization's ability to identify and implement relevant strategies within the constraints of the 

goals it seeks to maintain its favourable image (Eneh & Abel, 2021). A manufacturing firm, for 

example, may want to be the best in its field, maintain its position as a profitable niche player, or 

even be the most successful in reaching the goals it has set for itself.  

Operational Efficiency(OP): Espejel, Fandos, and Flavián (2011) assert that there is a tight 

relationship between an organization's total efficiency and its performance. Efficiency in 

operations is associated with making the best use of an organization's resources. To succeed, 

businesses must effectively create their product from their input. According to Wong & Sohal 

(2015), organisations worldwide use operational efficiency, which is also known as operational 

effectiveness or operational productivity. It determines the output of a business from each unit of 

input. "Output" refers to the good or service that is being delivered, while "input" refers to the 

capital, labour, time, and resources utilised in the creation of products and services. "Operational 

efficiency" describes the strategies that are used to optimise an organization's processes so that it 

can provide dependable, superior services. 

 

 

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IJO- INTERNATIONAL JOURNAL OF SOCIAL SCIENCE AND HUMANITIES RESEARCH  

( ISSN 2811-2466 )                                                                                        OFOEGBU, Wilson Chukwuemeka* 

https://ijojournals.com/                                                               Volume 05 || Issue 12 || December, 2022 || 

SUPPLY CHAIN AGILITY AND ORGANIZATIONAL PERFORMANCE OF MANUFACTURING FIRMS IN RIVERS STATE 

 

 

 

 

Empirical Review 

In 2020, Nazempour, Yang, and Waheed conducted research on the impact of supply chain 

agility on the operational performance of organisations. Primary data was collected using 

questionnaires, which were sent to 500 SC managers from different tiers of Iranian SMEs. Next, 

SPSS and Structure Equation Modelling (SEM) were used to test the ideas. The results 

demonstrated a favourable association between SCA and OP in addition to positive correlations 

for each SCA characteristic (such as alertness, decisiveness, adaptability, accessibility, and 

swiftness). This essay assures that emphasising SCA may improve organisational OP in the 

present competitive scenario. 

Macclever, Annan, and Boahen (2017) investigated firm performance, agility, and supply chain 

adaptability. Seventy-seven manufacturing and service businesses operating in the Kumasi 

metropolitan region made up the sample. The sample consisted of both non-management and key 

management individuals from the businesses. Surveys were used as a data collection method. 

The findings showed that there was a favourable correlation (p<0.01/0.05) between firm 

performance and SC Agility and SC Flexibility. Moreover, regulating SC Agility had a 

favourable effect on SC Flexibility, although this effect was small, indicating that SC Agility did 

not substantially reduce the beneficial influence that SC Flexibility has on firm performance. 

More precisely, SC flexibility predicts firm performance by employing SC Agility as a 

moderator instead of a moderator itself.  

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IJO- INTERNATIONAL JOURNAL OF SOCIAL SCIENCE AND HUMANITIES RESEARCH  

( ISSN 2811-2466 )                                                                                        OFOEGBU, Wilson Chukwuemeka* 

https://ijojournals.com/                                                               Volume 05 || Issue 12 || December, 2022 || 

SUPPLY CHAIN AGILITY AND ORGANIZATIONAL PERFORMANCE OF MANUFACTURING FIRMS IN RIVERS STATE 

 

 

 

 

The effect of an agile supply chain on the financial performance of an organisation was studied 

by Rafique, Kai, and Waheed (2018). Primary data were gathered using surveys, which were sent 

to 400 SC managers between December 2016 and May 2017. SEM was performed using IBM-

AMOS and SPSS (21.0) to test study hypotheses. The results demonstrated a favourable 

association between SC agility and financial success as well as a substantial correlation between 

each sub-dimension—alertness, flexibility, accessibility, decisiveness, and swiftness—and 

financial performance. Nevertheless, the report makes recommendations for future scholarly and 

professional research and practice areas.  

Manzoor, Baig, Hashim, Sami, Rehman, and Sajjad (2022) looked at the effects of lean methods 

and supply chain agility on operational performance from two different points of view: a 

resource-based one and a dynamic capabilities one. Two rounds of two-source questionnaires 

with a two-month interval between each round were used to collect data from general managers, 

supply chain managers, and operational managers. Two data collecting rounds were conducted in 

order to reduce bias resulting from common methods. The Likert scale (1–5) was used in the 

questionnaire's design. Smart PLS 3 and SPSS 23 were used for data analysis. It was shown that 

SCA had a positive and direct effect on OP. LP had a positive effect on OP as well. Moreover, 

CA acted as a complete mediator in the interaction between SCA, LP, and OP. This research 

suggests that managers of manufacturing organisations should adjust their supply chains (SCs) 

and LP to become more flexible in order to boost their OP and prosper in the market. This will 

allow them to adapt to changing market conditions and stay competitive.  

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IJO- INTERNATIONAL JOURNAL OF SOCIAL SCIENCE AND HUMANITIES RESEARCH  

( ISSN 2811-2466 )                                                                                        OFOEGBU, Wilson Chukwuemeka* 

https://ijojournals.com/                                                               Volume 05 || Issue 12 || December, 2022 || 

SUPPLY CHAIN AGILITY AND ORGANIZATIONAL PERFORMANCE OF MANUFACTURING FIRMS IN RIVERS STATE 

 

 

 

 

Methodology 

Quantitative data were collected using a questionnaire, and all submitted hypotheses were 

validated after an empirical analysis utilising the cross-sectional multiple regression framework. 

Since the present research concentrated on manufacturing enterprises in Rivers State, all 

registered manufacturing firms in the state made up the sample population. Rivers State now has 

29 manufacturing enterprises registered, per documents that can be seen at 

https://www.finelib.com/ (14-08-2019). The Census statistics were utilised in this research due of 

the limited population. The sample for the quantitative study consisted of all 29 of the firms in 

the population. Specifically, the data was collected from the agents of these businesses. The 

random sampling technique was used. Owing to their suitable subject-matter expertise and 

relevant experiences, the respondents were employed as senior managers and supervisors. Each 

firm received six delegates, one from each of the six divisions that made up the organisation: 

quality assurance, buying, manufacturing, marketing, research and development, and customer 

service. The sample size for the quantitative study consisted of 174 individuals. The Cronbach 

Alpha technique was used to determine the internal dependability. This method followed the 

Likert measurement scale, where each item had a threshold value of 0.7. Therefore, if an 

instrument's reliability coefficient is 0.7 or above, it is deemed dependable. 

 

 

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IJO- INTERNATIONAL JOURNAL OF SOCIAL SCIENCE AND HUMANITIES RESEARCH  

( ISSN 2811-2466 )                                                                                        OFOEGBU, Wilson Chukwuemeka* 

https://ijojournals.com/                                                               Volume 05 || Issue 12 || December, 2022 || 

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Statistical Analyses using Spearman Ranking Correlation 

Network Integration and Organizational Performance 

H01: There is no significant relationship between network integration and operational 

efficiency of manufacturing firms in Rivers State. 

H02: There is no significant relationship between network integration and goal attainment of 

manufacturing firms in Rivers State. 

Table 1: Correlation of Network Integration and Organizational Performance 

 network 
integration 

operational 
efficiency 

goal attainment 

Spearman's rho 

network 
integration 

Correlation 
Coefficient 

1.000 .921** .874** 

Sig. (2-tailed) . .000 .000 

N 174 174 174 

operational 
efficiency 
 

Correlation 
Coefficient 

. 921** 1.000 .883** 

Sig. (2-tailed) .000 . .000 

N 174 174 174 

goal attainment  

Correlation 
Coefficient 

. 874** . 883** 1.000 

Sig. (2-tailed) .000 .000 . 

N 174 174 174 

 
 

The findings indicate that, at a Rho = 0.874 and a P-value of 0.000, network integration 

positively and significantly correlates with operational efficiency. It also significantly and 

positively correlates with goal attainment at a Rho = 0. 883 and a P-value of 0.000. According to 

the findings, network integration significantly and favourably affects the two organisational 

performance metrics used by industrial companies in Rivers State. 

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IJO- INTERNATIONAL JOURNAL OF SOCIAL SCIENCE AND HUMANITIES RESEARCH  

( ISSN 2811-2466 )                                                                                        OFOEGBU, Wilson Chukwuemeka* 

https://ijojournals.com/                                                               Volume 05 || Issue 12 || December, 2022 || 

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Consequently, because the P-value (0.000) ˂0.05 threshold of significance, we reject the first and 

second null hypotheses on network integration and organisational performance.  

Virtual integration and Organizational Performance 

H03: There is no significant relationship between virtual integration and operational efficiency 

of manufacturing firms in Rivers State. 

H04: There is no significant relationship between virtual integration and goal attainment of 

manufacturing firms in Rivers State. 

Table 2: Correlation of Virtual integration and Organizational Performance 

 virtual 

integration 

operational 

efficiency 

goal attainment 

Spearman's rho 

virtual 

integration 

 

Correlation 

Coefficient 
1.000 .872** .886** 

Sig. (2-tailed) . .000 .000 

N 174 174 174 

operational 

efficiency 

Correlation 

Coefficient 
. 872** 1.000 . 896** 

Sig. (2-tailed) .000 . .000 

N 174 174 174 

goal attainment 

Correlation 

Coefficient 
. 886** . 896** 1.000 

Sig. (2-tailed) .000 .000 . 

N 174 174 174 

 

The findings indicate that goal attainment further contributes strongly and positively to career 

resilience at a Rho = 0.886 and a P-value = 0.000. Visual integration also has a strong significant 

relationship and positively correlates with operational efficiency. According to the results, visual 

integration considerably and favourably affects the two organisational performance metrics, 

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( ISSN 2811-2466 )                                                                                        OFOEGBU, Wilson Chukwuemeka* 

https://ijojournals.com/                                                               Volume 05 || Issue 12 || December, 2022 || 

SUPPLY CHAIN AGILITY AND ORGANIZATIONAL PERFORMANCE OF MANUFACTURING FIRMS IN RIVERS STATE 

 

 

 

 

which benefits industrial companies in Rivers State. As a result, we reject the first and second 

null hypotheses for visual integration, operational effectiveness, and goal achievement since the 

P-value (0.000) ˂0.05 threshold of significance. 

Discussions of Findings 

The SPSS table confirmed the validity of all hypotheses by revealing significant positive 

correlations (*0.921, 0.874, 0.872, and *0.886) among the research variables. All aspects of 

supply chain integration were positively correlated with the organisational performance of 

manufacturing businesses in Rivers State, according to the data. Both the first and second 

hypotheses, suggesting a positive linear relationship between network integration and 

organizational performance, are supported by a direct positive association moving in the same 

direction (P-value = 0.000 <0.05). The third and fourth hypotheses indicate a positive correlation 

between virtual integration and organizational success, demonstrated by a clear linear 

relationship with P-values below 0.05 (P-value = 0.000 <0.05). Previous studies, including those 

conducted in 2018 by Rafique, Kai, and Waheed; 2022 by Manzoor, Baig, Hashim, Sami, 

Rehman, and Sajjad; 2020 by Nazempour, Yang, and Waheed; 2021 by Afshan and Motwani; 

2014 by Chae et al.; and 2019 by Gunasekaran et al., have confirmed the positive correlation. 

They found that when companies integrate their supply chains, it makes them more effective. 

 

 

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IJO- INTERNATIONAL JOURNAL OF SOCIAL SCIENCE AND HUMANITIES RESEARCH  

( ISSN 2811-2466 )                                                                                        OFOEGBU, Wilson Chukwuemeka* 

https://ijojournals.com/                                                               Volume 05 || Issue 12 || December, 2022 || 

SUPPLY CHAIN AGILITY AND ORGANIZATIONAL PERFORMANCE OF MANUFACTURING FIRMS IN RIVERS STATE 

 

 

 

 

Conclusion 

In conclusion, the integration of supply chains in the areas of network integration and virtual 

integration is essential for the organisational performance of manufacturing enterprises in Rivers 

State, Nigeria, in order to adapt to the changing environment.  

Recommendations 

Given the findings of the study and its conclusions, the following suggestions are made: 

i. Managers should keep working together through groupings of network associates as this 

will help improve the organizational performance of manufacturing firms in Rivers State. 

ii. In order to improve the operational efficiency of manufacturing companies in Rivers 

State, managers of manufacturing firms should promote the regular use of enterprise 

resource planning (ERP) as a technology. 

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