The prevention of food loss throughout the supply chain, including manufacturers, has become a major challenge for a number of organisations. In addition, consumers are also increasingly interested in the authenticity of food and want to ensure that they receive the right quality of food. To address this issue, there is a need for reliable and robust tools to be available in the Industry 4.0 era that can trace the food throughout the supply chain from the farm through processing until it reaches the customer and, thus, ensure transparency. Using the people, process, and technology (PPT) model, this paper develops a blockchain-enabled food supply chain framework including the future opportunities and the present impediments based on the systematic literature review and semi-structured case interviews from the context of emerging economies. The study investigates the suitability of blockchain technology in resolving major challenges, such as traceability, trust, and accountability in the food industry. The study further paves the way for future researchers to address the technological and people-related challenges in the Industry 4.0 era to mitigate the emerging problems in the food sector. Interestingly, we did not find many issues in process-and performance-related aspects. The study offers empirical evidence of blockchain technology implementation in the Industry 4.0 era that opens up the discussion for future researchers and lists the potential threats.

With increase in the focus on environmental protection, firms are integrating sustainability issues in process and product innovations. Firms can contribute toward sustainability and also improve operational performance through green innovation practices. However, the adoption of green innovation practices depends on the proactivity of top managers toward environment management. In this paper, we study the relationships between proactive environment strategy, green process innovation (GPRI), and operational performance. Further, we examine the mediating effect of dynamic capabilities (DCs) (technological capabilities and organizational learning) between GPRI and operational performance. The proposed framework is tested by data collected from the Indian manufacturing industries and using partial least squares (PLS) technique. The findings demonstrate proactive environment strategy as an important antecedent for GPRI practices. Second, technological capabilities and organizational learning mediate between GPRI and operational performance. The results of the study are useful for managers in the manufacturing firms, who are interested to implement GPRI practices or who are in the early stage of implementing the GPRI practices.

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This paper proposes and empirically examines a model to investigate the effect of environmental regulations, top management commitment (TMCO) and organizational learning toward green product innovation (GPI). The proposed theoretical model, grounded in dynamic capabilities view (DCV) and upper echelons theory, is analyzed by Partial least squares (PLS) method using the data from Indian automotive manufacturing firms. The findings indicate the importance of TMCO and organizational learning for implementing GPI (in response to regulations), and achieve desired performance. Further, organizational learning fully mediates between commitment of top management and GPI. The findings can be useful for managers in automotive manufacturing firms who are interested toward implementing GPI. The paper contributes to green innovation literature by empirically examining the role of TMCO and organizational learning for GPI.

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