Adopting blockchain technology to enhance green supply chain integration: The moderating role of organizational culture

Abstract

As a cutting‐edge technology with characteristics of transparency, traceability, decentralization, and immutability, blockchain technology (BCT) has been thought as an effective method of enhancing green supply chain integration (GSCI). However, the mechanism of how BCT affects GSCI is still blurred. Based on transaction cost theory and resource dependence theory, this research explores the mediating effect of supply chain trust in the relationship between BCT adoption and GSCI and the moderating role of organizational culture. We examine hypotheses using two waves of survey data from 317 Chinese manufacturers. The results reveal that BCT has a positive effect on supply chain trust, and supply chain trust partially mediates the impacts of BCT on three dimensions of GSCI. Moreover, a flexible‐oriented culture alleviates the impact of BCT on supply chain trust, whereas a control‐oriented culture strengthens the relationship. This research unfolds the “black box” in the BCT–GSCI relationship by exploring the mediating role of supply chain trust, and it is seldom a study that simultaneously combines information management area (BCT), operation management area (GSCI), and organizational behavior area (organizational culture) in a framework.

Proactive boundary‐spanning search, organizational resilience, and radical green innovation

“…Since radical green innovation is a result of many factors (Su et al, 2022), it is necessary to seek other potential variables that may influence the relationship between value‐chain‐based proactive search, industry–university‐based proactive search, and radical green innovation. Some scholars emphasized that effective resource management also contributes to sustainable development (Cui & Wang, 2022; Long et al, 2023). Thus, future research can consider the mediating role of green knowledge integration and environmental resource orchestration.…”

“…Specifically, on the one hand, industry–university‐based proactive search can help a firm ahead of its competitors master core key technologies (Ma et al, 2018) and develop advanced green materials and cutting‐edge green technologies (Duong et al, 2022). Moreover, this search can improve firms' understanding of cutting‐edge frontier technology, help firms master intangible knowledge that is difficult to copy, and make use of it before competitors (Long et al, 2023). Thus, by acquiring knowledge from universities, research institutes, governments, and management consultancies, firms can identify not only information about green development policies and subsidies to discover new applications of green technology knowledge in other fields (Marchi, 2012; Wang et al, 2020; Zhang et al, 2022), but also excavate new environmental information and skills to fill their knowledge gaps and promote joint research on key core technologies (Liu, 2021; Ma et al, 2018; Yang et al, 2021), thereby promoting radical green innovation.…”

“…Through industry–university‐based proactive search, firms can actively commercialize innovative achievements (Do et al, 2022; Wang et al, 2022), enhance product added value and competitive advantages (Flor et al, 2018; Yang et al, 2021), and then cope with turbulent market environments and promote organizational resilience (Kantur & Say, 2015). Second, industry–university‐based proactive search is a learning process, and its advantages come from joint R&D and joint solutions of key core technologies (Long et al, 2023). By establishing communication and learning relationships with universities, research institutes, governments, and management consultancies, firms can acquire not only knowledge to strengthen organizational resilience and accumulate sufficient experience to cope with future emergencies (Barasa et al, 2018; Dutta, 2017), but also identify problems in time, make up for deficiencies, and quickly recover to a better state than before the crisis (Duchek, 2020), thereby boosting organizational resilience.…”

“…Under the new normal of VUCA, firms are facing a challenging, fast‐paced, and dynamic business environment (Long et al, 2023). This means that successful implementation of radical green innovation depends not only on proactive boundary‐spanning search but also on firms' ability to adapt to external environments; otherwise, firms may suffer innovation crises and operational disruptions (Akgün & Keskin, 2014; Bode & Macdonald, 2017).…”

Artificial intelligence adoption among human resource professionals: Does market turbulence play a role?

“…However, many other technologies struggle to keep pace with the application of possible and public concerns (Florkowski & Olivas‐Luján, 2006; Pan et al., 2022). This is because cutting‐edge technologies ensure better transparency, support decentralization, increase traceability, and enhance immutability in organizations (Long et al., 2022; Teoh et al., 2023). The adoption of AI refers to the use of algorithm‐based systems with learning functions and cognitive capabilities that can perform tasks that normally require human intelligence (Guenole & Feinzig, 2018).…”