Digital technology deployment and firm resilience: Evidence from the COVID-19 pandemic

Li, Lixu; Wang, Zhiqiang; Ye, Fei; Chen, Lujie; Zhan, Yuanzhu

doi:10.1016/j.indmarman.2022.06.002

Cited by 65 publications

(76 citation statements)

References 93 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…For example, during COVID-19, some automobile manufacturers repurposed their production lines to produce sophisticated medical ventilators (Brem et al. , 2021); some platform companies, such as JD.com and Amazon, used unmanned vehicles and drones for delivery services (Li et al. , 2022c); some warehouses in the United States and Europe have used robots to replace infected employees and maintain social distancing among office personnel (Dempsey and Lee, 2021).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…We admit this is a part of the whole supply chain of logistics service. In the face of big disaster, some governments locked their borders and shuttered their cities (Li et al, 2022c), which may greatly disrupt the logistics supply chain. For instance, in the COVID-19 scenario, one-fifth of the world's container ships had been stranded at ports, significantly impacting deliveries (Fu, 2022).…”

Section: Ijopm 432 274mentioning

confidence: 99%

“…To adapt to changes in the market and solve the crises, firms have to adjust their extant products, services, processes, organizational management, market positioning, and marketing programs because only in this manner can they have the potential for a new source of revenue streams and survive big disaster. For example, during COVID-19, some automobile manufacturers repurposed their production lines to produce sophisticated medical ventilators (Brem et al, 2021); some platform companies, such as JD.com and Amazon, used unmanned vehicles and drones for delivery services (Li et al, 2022c); some warehouses in the United States and Europe have used robots to replace infected employees and maintain social distancing among office personnel (Dempsey and Lee, 2021). Many studies have found that innovation capability is one of the key capabilities that directly influence the growth and renewal of a firm, especially in a turbulent environment (Peng et al, 2008;Cillo et al, 2010), and thus, we treat innovation capability as another zero-order capability.…”

Section: Big Data and Big Disastermentioning

confidence: 99%

“…We admit this is a part of the whole supply chain of logistics service. In the face of big disaster, some governments locked their borders and shuttered their cities (Li et al. , 2022c), which may greatly disrupt the logistics supply chain.…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Big data and big disaster: a mechanism of supply chain risk management in global logistics industry

Gong

Wang

et al. 2022

IJOPM

Self Cite

View full text Add to dashboard Cite

PurposeAlthough big data may enhance the visibility, transparency, and responsiveness of supply chains, whether it is effective for improving supply chain performance in a turbulent environment, especially in mitigating the impact of COVID-19, is unclear. The research question the authors addressed is: How do logistics firms improve the supply chain performance in COVID-19 through big data and supply chain integration (SCI)?Design/methodology/approachThe authors used a mixed-method approach with four rounds of data collection. A three-round survey of 323 logistics firms in 26 countries in Europe, America, and Asia was first conducted. The authors then conducted in-depth interviews with 55 logistics firms.FindingsIn the first quantitative study, the authors find mediational mechanisms through which big data analytics technology capability (BDATC) and SCI influence supply chain performance. In particular, BDATC and SCI are two second-order capabilities that help firms develop three first-order capabilities (i.e. proactive capabilities, reactive capabilities, and resource reconfiguration) and eventually lead to innovation capability and disaster immunity that allow firms to survive in COVID-19 and improve supply chain performance. The results of the follow-up qualitative analysis not only confirm the inferences from the quantitative analysis but also provide complementary insights into organizational culture and the institutional environment.Originality/valueThe authors contribute to supply chain risk management by developing a three-level hierarchy of capabilities framework and finding a mechanism with the links between big data and big disaster. The authors also provide managerial implications for logistics firms to address the new management challenges posed by COVID-19.

show abstract

Section: Theory and Hypothesesmentioning

confidence: 99%

Section: Ijopm 432 274mentioning

confidence: 99%

Section: Big Data and Big Disastermentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Big data and big disaster: a mechanism of supply chain risk management in global logistics industry

Gong

Wang

et al. 2022

IJOPM

Self Cite

View full text Add to dashboard Cite

show abstract

“…How to build supply chain resilience: The role of fit mechanisms between digitally-driven business capability and supply chain governance Information & Management Resource orchestration theory and fit-based perspective Quantitative: Survey data from 200 agricultural firms There is a synergistic effect of supply chain governance and digitally-driven business capability in improving supply chain resilience Li, L., Wang, Z., Ye, F., Chen, L., and Zhan, Y. [49] . Digital technology deployment and firm resilience.…”

Section: Theoretical Foundationsmentioning

confidence: 99%