This study assesses the direct influence of food quality and e-service quality on customer loyalty towards OFD service and its indirect influence through the mediation of customer satisfaction and perceived value. This study uses a survey of 405 OFD service customers from Bandung, Indonesia. By applying variance-based partial least squares to evaluate the proposed model, this study confirms the direct effect of food quality on online loyalty, but not e-service quality. Further, this study discloses the partial mediation role of customer satisfaction and perceived value on the relationship between both food quality and e-service quality on online loyalty towards OFD services.

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The promise of digitalisation is enormous and nowhere is it more critical than in its potential to transform food supply chain. Consumers have become more educated and are demanding realtime updated information on foods they consumed through digital media. They are also increasingly demanding to know if the foods they consuming are environmentally and socially sustainable or not. As a result, food product traceability, safety, and sustainability issues have become crucial concerns to food retailers, distributors, processors, and farmers. Digitalisation allow food supply chains to be highly connected, efficient, and responsive to customer needs and regulation requirements. However, digitalising a traditional food supply chain is challenging and resource demanding. This is more so for developing countries where moving food from farms to consumers can take months as it travels through an array of middlemen. Unfortunately, little is available in the existing literature on food supply chain digitalisation. So far, current researchers mainly explore the benefits of digitalisation. Using cases in three companies, this paper explores the practices, challenges, and opportunities faced by Thailand food manufacturers in digitalising their food supply chains. A framework for food supply chain digitalisation is proposed and its implications for research and practices are discussed.

Big data has already received a tremendous amount of attention from managers in every industry, policy and decision makers in governments, and researchers in many different areas. However, the current big data analytics have conspicuous limitations, especially when dealing with information silos. In this paper, we synthesise existing researches on big data analytics and propose an integrated infrastructure for breaking down the information silos, in order to enhance supply chain performance. The analytic infrastructure effectively leverages rich big data sources (i.e. databases, social media, mobile and sensor data) and quantifies the related information using various big data analytics. The information generated can be used to identify a required competence set (which refers to a collection of skills and knowledge used for specific problem solving) and to provide roadmaps to firms and managers in generating actionable supply chain strategies, facilitating collaboration between departments, and generating factbased operational decisions. We showcase the usefulness of the analytic infrastructure by conducting a case study in a world-leading company that produces sports equipment. The results indicate that it enabled managers: (a) to integrate information silos in big data analytics to serve as inputs for new product ideas; (b) to capture and interrelate different competence sets to provide an integrated perspective of the firm's operations capabilities; and (c) to generate a visual decision path that facilitated decision making regarding how to expand competence sets to support new product development.

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PurposeThe main purpose of this paper is to investigate how social media can provide important platforms to facilitate organisational learning and innovation in new product development (NPD) process.Design/methodology/approachUsing a multiple case-study approach, this study assesses qualitative data collected via 56 interviews from 13 world-leading Chinese companies in the high-technology industry.FindingsThe study identified three distinct types of organisational learning mechanisms for firms to extract potential innovation inherent in social media. It further determined various organisational enablers that facilitate the connections between these mechanisms and NPD performance.Research limitations/implicationsThis research contributes to the emerging literature on digital product development and organisational learning. The cases were conducted in the Chinese context, hence, the results may not be fully generalisable to other organisations, industries and countries without appropriate re-contextualisation.Practical implicationsThe empirical evidence showcases the various mechanisms adopted by managers in different NPD phases. It identifies several technological and organisational adaptations that managers can apply to smartly scale their social presence and facilitate NPD.Originality/valueDespite the exponential growth of social media use in identifying and interacting with external stakeholders, managerial practice and academic research have paid little attention to how social media can be leveraged for NPD. The value of this research comes from applying a qualitative method to gain in-depth insights into the mechanisms for leveraging social media to facilitate innovation in NPD.

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