Knowledge Dynamics and Resource Efficiency in International Business Relations

Rizzi, Francesco; Pellegrini, Chiara; Todaro, Niccolò Maria

doi:10.1108/978-1-78714-501-620171014

Cited by 3 publications

(1 citation statement)

References 48 publications

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“…Even so, the research processes have standardized and real awareness of the return flows' implementation has been scarce. An increase in the development of these issues through a circular economy and Inverse Logistics Sustainability via Industry 4.0 enablers as closed-loop reuse or open-loop reuse, and reverse logistics management systems are needed (Farooque et al, 2019;Lopes de Sousa Jabbour, 2018;Rizzi et al, 2017;Sarc et al, 2019).…”

Section: Dimensionmentioning

confidence: 99%

Digital supply chain model in Industry 4.0

Garay-Rondero

Martínez-Flores

Smith

et al. 2019

JMTM

234

147

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Purpose The purpose of this paper is to present a conceptual model that defines the essential components shaping the new Digital Supply Chains (DSCs) through the implementation and acceleration of Industry 4.0. Design/methodology/approach The scope of the present work exposes a conceptual approach and review of the key literature from 1989 to 2019, concerning the evolution and transformation of the actors and constructs in logistics and Supply Chain Management (SCM) by means of examining different conceptual models and a state-of-the-art review of Industry 4.0’s concepts and elements, with a focus on digitization in supply chain (SC) processes. A detailed study of the constructs and components of SCM, as defined by their authors, resulted in the development of a referential and systematic model that fuses the inherent concepts and roles of SCM, with the new technological trends directed toward digitization, automation, and the increasing use of information and communication technologies across logistics global value chains. Findings Having achieved an exploration of the different conceptual frameworks, there is no compelling evidence of the existence of a conceptual SCM that incorporates the basic theoretical constructs and the new roles and elements of Industry 4.0. Therefore, the main components of Industry 4.0 and their impact on DSC Management are described, driving the proposal for a new conceptual model which addresses and accelerates a vision of the future of the interconnectivity between different DSCs, grouped in clusters in order to add value, through new forms of cooperation and digital integration. Originality/value This research explores the gap in the current SCM models leading into Industry 4.0. The proposed model provides a novel and comprehensive overview of the new concepts and components driving the nascent and current DSCs. This conceptual framework will further aid researchers in the exploration of knowledge regarding the variables and components presented, as well as the verification of the newly revealed roles and constructs to understand the new forms of cooperation and implementation of Industry 4.0 in digitalized SCs.

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Section: Dimensionmentioning

confidence: 99%

Digital supply chain model in Industry 4.0

Garay-Rondero

Martínez-Flores

Smith

et al. 2019

JMTM

234

147

View full text Add to dashboard Cite

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Home country institutions and exports of emerging economy small firms: the role of internal R&D and acquisition of external knowledge

Ozturk-Kose

2024

J Technol Transf

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Linking coopetition benefits and innovative performance within small and medium-sized enterprises networks: a strategic approach on knowledge sharing and direct collaboration

Vătămănescu

Mitan

Andrei

et al. 2021

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PurposeThe present study aims to tackle SMEs (small and medium-sized enterprises) managers' awareness of coopetition benefits underpinning the process of knowledge sharing with a view to achieve innovative performance. The scrutiny of coopetition is placed within the context of SMEs strategic networks, which foster a fertile ground for competitive knowledge sharing and direct collaboration among members.Design/methodology/approachIn total, 102 top managers and business owners of European steel SMEs were questioned regarding various issues related to coopetition, knowledge, collaboration and innovative performance strategies. The collected data were analyzed via the technique of partial least squares structural equation modeling (PLS-SEM).FindingsThe obtained values confirm that intense competition in the field stimulates SMEs to become aware of the benefits of coopetition. This awareness directly influences the innovative performance of the SMEs, as well as their interest in competitive knowledge sharing and their willingness to engage in direct collaboration. Direct collaboration catalyzes more intense competitive knowledge sharing at the inter-unit level whereas both direct collaboration and competitive knowledge sharing lead to better innovative performance in the case of the studied steel SMEs.Research limitations/implicationsA key theoretical contribution resides in revealing the influence of manifold factors in the overall equation of innovative performance, integrating competition, coopetition and knowledge sharing as antecedents.Originality/valueThe research advances a phenomenological view on SMEs networks in their strategy to leverage competitive knowledge and enhance system-driven innovation.

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Knowledge Dynamics and Resource Efficiency in International Business Relations

Cited by 3 publications

References 48 publications

Digital supply chain model in Industry 4.0

Digital supply chain model in Industry 4.0

Home country institutions and exports of emerging economy small firms: the role of internal R&D and acquisition of external knowledge

Linking coopetition benefits and innovative performance within small and medium-sized enterprises networks: a strategic approach on knowledge sharing and direct collaboration

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