Sustainable value chain management based on dynamic capabilities in small and medium-sized enterprises (SMEs)

Moura, Graziela Breitenbauch de; Saroli, Letícia Godoy

doi:10.1108/ijlm-01-2020-0044

Cited by 40 publications

(38 citation statements)

References 52 publications

(142 reference statements)

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“…Dynamic capabilities are known for scanning, analyzing, and mitigating risks by enabling resources and capabilities to ensure continuity of the business in a dynamic environment. The DC in supply chains can be viewed as knowledge processing and employing instruments to develop, protect, and extend the network to create value for customers (de Moura & Saroli, 2020). The role of dynamic capabilities has seen a steady increase in popularity in supply chains due to the increasing complexity of networks.…”

Section: Dynamic Capabilitiesmentioning

confidence: 99%

Artificial intelligence for supply chain resilience: learning from Covid-19

Modgil

Singh

Hannibal

2021

IJLM

241

104

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PurposeMany supply chains have faced disruption during Covid-19. Artificial intelligence (AI) is one mechanism that can be used to improve supply chain resilience by developing business continuity capabilities. This study examines how firms employ AI and consider the opportunities for AI to enhance supply chain resilience by developing visibility, risk, sourcing and distribution capabilities.Design/methodology/approachThe authors have gathered rich data by conducting semistructured interviews with 35 experts from the e-commerce supply chain. The authors have adopted a systematic approach of coding using open, axial and selective methods to map and identify the themes that represent the critical elements of AI-enabled supply chain resilience.FindingsThe results of the study highlight the emergence of five critical areas where AI can contribute to enhanced supply chain resilience; (1) transparency, (2) ensuring last-mile delivery, (3) offering personalized solutions to both upstream and downstream supply chain stakeholders, (4) minimizing the impact of disruption and (5) facilitating an agile procurement strategy.Research limitations/implicationsThe study offers interesting implications for bridging the theory–practice gap by drawing on contemporary empirical data to demonstrate how enhancing dynamic capabilities via AI technologies further strengthens supply chain resilience. The study also offers suggestions for utilizing the findings and proposes a framework to strengthen supply chain resilience through AI.Originality/valueThe study presents the dynamic capabilities for supply chain resilience through the employment of AI. AI can contribute to readying supply chains to reduce their risk of disruption through enhanced resilience.

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Section: Dynamic Capabilitiesmentioning

confidence: 99%

Artificial intelligence for supply chain resilience: learning from Covid-19

Modgil

Singh

Hannibal

2021

IJLM

241

104

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“…The creation of restaurant value depends on establishing unique value in a market where both suppliers and customers are in a win-win relationship (Ho et al, 2018;Alnawas and Hemsley-Brown, 2019). From the suppliers' perspectives, collaboration in unilateral supplier learning can lead to the co-creation of value for supply chain partners, which is a process of mutual benefit to help each other understand the customer's needs (de Moura and Saroli, 2021). Moreover, the information provided by the unilateral suppliers to the chefs is beneficial for innovation (Najafi-Tavani et al, 2020).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Increasing restaurants' sales performance: linking suppliers and chefs' culinary knowledge

2022

BFJ

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PurposeThis research aimed to analyse the relationships between chefs' knowledge, learning with suppliers and restaurant sales performance.Design/methodology/approachA performance model was formulated, and the hypotheses were evaluated using partial least squares (PLS). The research questionnaires were sent by post to the chefs who confirmed leading for product innovation in the restaurants and yielded 166 completed questionnaires.FindingsWhilst the chef is developing new products, restaurant operations should pay attention to the supplier's subsequent income convenience. Additionally, through the cooperation of chefs and suppliers, innovative and valuable products can improve restaurant performance and maintain a competitive advantage. Moreover, tacit knowledge sharing can become a chef's ability to learn and provide competitive advantages and benefits to restaurants.Originality/valueValuable products can be advantageous to restaurants and increase restaurants' operating performance. Moreover, the development of new products is important for restaurants' operations. Further, chefs will understand market trends and make the culinary innovation process closer to the market by learning from their colleagues and partners. Additionally, chefs prefer culinary creation to provide more tacit knowledge with suppliers.

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“…Dynamic, or 'second-order,' capabilities involve adapting and modifying the companies' existing ordinary capabilities and creating new capabilities to identify new opportunities and effectively exploit them for the organization's prosperity (Dangelico et al, 2017;Teece, 2018). From a dynamic capability perspective, organizations need to continuously integrate, learn, and reconfigure their resources and competencies in response to changing business and economic contexts (de Moura & Saroli, 2020;Teece et al, 1997). Since OG companies experience environmental and health risks in addition to regulatory risks, the companies must develop "a comprehensive, systemic, cultural and strategic capability" around sustainability for gaining long-term competitive advantage (Shuen, Feiler, & Teece, 2014).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Impact of institutional pressures and dynamic capabilities on sustainability performance of oil and gas sector

Jain

Choudhary

Panda

et al. 2022

IJESM

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Purpose Globally, the oil and gas (OG) industries are under pressure from numerous stakeholders for their sustainable operations against the backdrop of climate change, ecological damage and social challenges. Drawing on the twin theoretical frameworks of the institutional theory and dynamic capability perspective, this study aims to examine the impact of the institutional pressures and dynamic capabilities on the overall sustainability performance of OG industry. Design/methodology/approach This study uses survey method to analyze the responses from 275 middle management professionals of OG industry in India using partial least squares structural equation modeling. Further, focused group discussions with the select industry leaders validate the empirical findings of this study. Findings The research reveals that both institutional pressures and firm’s dynamic capabilities have significant positive impact on its economic and environmental performances in OG sector in India. However, they do not have any impact on social performance, unlike earlier findings. Research limitations/implications The main limitation of the study is generalizability of the findings, given the cross-sectional design of the study. Practical implications Insights of this study will help regulators and policymakers in formulating effective regulatory and policy frameworks, besides creating awareness amongst the organizations to simultaneously focus on all the three aspects of sustainability performance. Originality/value The research has bearing on policy formulation and creating a regulatory ecosystem to ensure overall sustainability performance of OG industry in India.

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Sustainable value chain management based on dynamic capabilities in small and medium-sized enterprises (SMEs)

Cited by 40 publications

References 52 publications

Artificial intelligence for supply chain resilience: learning from Covid-19

Artificial intelligence for supply chain resilience: learning from Covid-19

Increasing restaurants' sales performance: linking suppliers and chefs' culinary knowledge

Impact of institutional pressures and dynamic capabilities on sustainability performance of oil and gas sector

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