Sustainability is a major concern for several industries in Saudi Arabia, especially those in the industrial sector. By using green methods, many businesses intend to become sustainable. Green practices provide staff with instructions regarding how to maintain business sustainability while performing necessary production tasks. Accordingly, the purpose of this study was to investigate how green practices affect the sustainability performance of businesses. Partial least squares (PLS) analysis was used to examine data from 250 sets of completed onnaires. Our findings showed that green practices significantly impact corporate sustainability performance.
Supply chain mitigation strategies have not received much attention from researchers and practitioners on how to manage the supply chain risk in the turbulent business environment. There is little awareness and understanding in supply chain risk management literature on the concept of supply chain resilience (SCR). SCR has been emphasized throughout the past decade, and organizations are aware of its influence on organizational performance. As a result, SCR is essential as it influences organizational performance. The literature indicates that a lack of SCR negatively affects organizational performance. However, the literature does not theorize and provide theoretical evidence on how SCR affects organizational performance with the help of knowledge sharing. This study aims to examine the influence of SCR on organizational performance with the effect of knowledge sharing. Research questions include: 1 How SCR contributes to organizational performance? 2 Does knowledge sharing influence organizational performance? 3. How does knowledge sharing affect the relationship between SCR and organizational performance? This study, based on available literature, will present the research model of how SCR affects organizational performance. Examples of small case studies will also include for better understanding. This study will also provide some important pieces theoretical and practical implications.
PurposeHaving complexity theory as the overarching conceptual rationale, this paper presents a research model that defines external drivers, strategic and internal business practices and performance outcomes in service firm contexts.Design/methodology/approachUsing an original survey instrument, the authors empirically examine business process management (1) adopting the mediating roles of shared goal practices and technology imperative practices (2) involving moderating roles of competitive market environments and joint implementation practices.FindingsIn response to dynamic market complexity, firms implement business process management through shared goal practices and technology imperative practices for achieving customer service outcomes. The findings also suggest the moderating roles of competitive pressure and joint implementation practices.Research limitations/implicationsGeneralizations here are limited to service firms. Increasing customer service expectations (e.g. simplicity, convenience, visual images and rapid responses) require firms to involve cross-functional work throughout their organizational processes.Practical implicationsIn digital environments, business process management requires socio-technological synergy through shared goal practices and technology imperative practices.Originality/valueBuilding on a theory-driven research model, a survey instrument provides tools to examine business process management of service firms that sense dynamic market complexity challenges and translate them to achieve desirable customer service outcomes.
Firms' activities to govern their supply chains are defined as supply chain management practices. This research explores a model that describes the association between organizational performance and supply chain management practices. Based on existing research, a theoretical framework for the investigation was established. A standardized questionnaire was developed to gather data for the research, which was completed by 396 supply chain professionals from Saudi Arabian food companies. Partial least square (PLS)–structured equation modeling was used to examine the model and hypotheses. Four independent variables were chosen to scrutinize the impact of supply chain management strategies on organizational performance: customer relationship, strategic supplier partnership, level of information sharing, and postponement. According to the research, customer relationships, strategic supplier partnerships, and information sharing all have a major impact on organizational performance. On the other hand, the postponement has no significant impact on organizational performance.
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