Behavioral mechanisms influencing sustainable supply chain governance decision-making from a dyadic buyer-supplier perspective

Belhadi, Amine; Kamble, Sachin S.; Mani, Venkatesh; Venkatesh, V.G.; Shi, Yangyan

doi:10.1016/j.ijpe.2021.108136

Cited by 32 publications

(20 citation statements)

References 57 publications

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“…Furthermore, we found that digital transformation, i.e. the development of digital-based change in corporate and human behaviors alongside devising new business models based either on circular principles or OA, is highly recommended (Belhadi et al , 2021). Therefore, managers could integrate I4.0 capabilities in a DBT striving for corporate and operational change and use digital capabilities for value proposition and innovative business models relying on circular principles.…”

Section: Discussionmentioning

confidence: 99%

“…In the past decade, emerging digital technologies have revolutionized the way organizations worldwide develop business models and capabilities for supply chain governance (Frederico et al , 2019; Beier et al , 2020; Belhadi et al , 2021). The organizational capabilities of firms are being repurposed due to a higher level of digitalization resulting in intelligent, connected and decentralized ways of inter-organizational relationships across the supply chain (Machado et al , 2020).…”

Section: Introductionmentioning

confidence: 99%

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Analyzing the mediating role of organizational ambidexterity and digital business transformation on industry 4.0 capabilities and sustainable supply chain performance

Belhadi

Kamble

Gunasekaran

et al. 2021

SCM

Self Cite

109

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Purpose Despite the growing awareness of supply chains on industry 4.0 (I4.0) capabilities as the enabler of sustainable performance, little is known about what accelerates this interaction. Prior studies have focused on the ambidexterity dilemma and the need to adopt sustainable inter-organizational governance to drive I4.0 capabilities while achieving sustainable performance. To address these issues, this paper aims to explore the distinct and combined effects of several approaches such as digital business transformation (DBT), organizational ambidexterity (OA) and circular business models (CBMs) on the relationship between I4.0 capabilities and sustainable performance. Design/methodology/approach Drawing upon a hybrid methodology including structural equation modeling and fuzzy set qualitative comparative analysis, this paper develops and tests a hypothetical model using data collected from 306 organizations in Europe, Asia and Africa. Findings The study findings lead to several important implications concerning the potential paths linking I4.0 and sustainable performance. Notably, the DBT was found to mediate this relationship by integrating circular principles to devise business models. Moreover, OA was found to substitute the CBMs in developing new sustainable business models and reconcile sustainability. Originality/value The study is among the first to analyze the combined effects of OA, DBT and CBMs on the relationship between I4.0 capabilities and sustainable performance at the supply chain level. Moreover, the findings propose several solutions to resolve the sustainability dilemma through I4.0 capabilities, DBT, OA and CBMs.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Analyzing the mediating role of organizational ambidexterity and digital business transformation on industry 4.0 capabilities and sustainable supply chain performance

Belhadi

Kamble

Gunasekaran

et al. 2021

SCM

Self Cite

109

View full text Add to dashboard Cite

show abstract

“…Further, when dealing with supply chain disruption, cultural bias (Dowty and Wallace, 2010) and behavioral uncertainty (Dubey et al , 2019) are a hindrance for quick and effective responses. SSCM activities can reduce cultural bias (Zhao et al , 2007) and behavioral uncertainty (Belhadi et al , 2021), which we believe is consequently reflected in a shorter recovery time after the unexpected supply chain disruption.…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 98%

“…SSCM aims to improve environmental and social conditions within the supply chain while ensuring sustainable economic viability (Carter and Rogers, 2008; Ortas et al , 2014). SSCM activities include long-term trust-building collaboration with suppliers, providing trainings as well as investments, and reducing the information asymmetry (Belhadi et al , 2021; Gimenez and Tachizawa, 2012; Tachizawa and Wong, 2014). This may create a more communal environment and a supply chain in which the actors rely on each other more, work closer together and share more and more current information.…”

Section: Introductionmentioning

confidence: 99%

Sustainable supply chain management – a key to resilience in the global pandemic

Eggert

Hartmann

2022

SCM

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Purpose The purpose of this paper is to investigate the potential synergy between companies’ sustainable supply chain management (SSCM) activities and their supply chain resilience (SCRES). The authors propose hypotheses about the impact of buying companies SSCM activities on the inflicted damage by unexpected supply chain disruptions and the recovery time afterwards and test these empirically using data from companies during the global COVID-19 pandemic. Design/methodology/approach The authors investigate a sample of 231 of the largest publicly traded companies in the European Union with 4.158 firm-year observations. For the analysis, the authors generate variables capturing the companies’ intensity and years of experience of their SSCM activities targeted at the supply chain and run regression analyses on the inflicted damage due to the COVID-19 pandemic and the recovery time after the disruption. Findings Buying companies’ SSCM activities have a positive effect on their SCRES. The damage inflicted by unexpected supply chain disruptions is lower when companies have higher levels of SSCM and longer experience with it. The recovery time afterwards is significantly reduced by longer experience with SSCM efforts. Research limitations/implications The authors suggest SCRES is reinforced by transparency, situational awareness, social capital and collaboration resulting from companies SSCM activities translate into increased SCRES. Practical implications The authors show that companies with superior SSCM are more resilient in a crisis and conclude that, therefore, companies should invest in SSCM to prevent future supply disruptions. Originality/value To the best of the authors’ knowledge, this is the first empirical study analyzing a data set of multi-industry companies, linking their SSCM activities to SCRES during the pandemic.

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“…Firms have considered sustainable performance as a strategic goal and adopted various SOPs such as adopting the ISO environmental management system and cleaner production (Wijethilake, 2017). With more regulatory requirements and market pressure, to achieve higher sustainable performance, firms need to extend their sustainable operations management (SOM) to their supply chain to elicit the needed support from their suppliers (Belhadi et al, 2021). They can do so by either selecting the suppliers who have implemented various high-level SOPs, or helping their suppliers to enhance their SOPs.…”

Section: Introductionmentioning

confidence: 99%

Buyer-supplier dyad on performance and sustainability

Hao

Goh

Jiao

et al. 2022

JMTM

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PurposeThis paper investigates how the configuration of a supplier’s sustainable operations practices (SOPs) with a high sustainable performance affects a buyer’s organizational performance in the buyer-supplier dyad.Design/methodology/approachThis study first identifies the key SOPs using bibliometric and content analyses. Then, the research hypotheses are proposed using complexity theory and the resource-based view. This study applies fuzzy-set qualitative comparative analysis (fsQCA) on a sample of 74 buyer-supplier dyads in China to explore the configurations of a supplier’s SOPs that may attain a high sustainable performance. An analysis of variance (ANOVA) is performed to test the effects of these configurations on a buyer’s financial and operational performance.FindingsThe empirical findings inform that six configurations of a supplier’s key SOPs lead to a high sustainable performance, and are linked to a buyer’s operational and financial performance. A buyer’s financial performance is highest when its supplier adopts a combination of SOPs corresponding to the defensive, accommodative, and proactive sustainability strategies. A buyer’s operational performance is relatively high when its supplier adopts a combination of SOPs corresponding to the defensive and accommodative sustainability strategies.Originality/valueThis study is the first to draw on complexity theory and the resource-based view as complementary frameworks to analyze how the configuration of a supplier’s SOPs with a high sustainable performance affects a buyer’s organizational performance in the buyer-supplier dyad.

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Behavioral mechanisms influencing sustainable supply chain governance decision-making from a dyadic buyer-supplier perspective

Cited by 32 publications

References 57 publications

Analyzing the mediating role of organizational ambidexterity and digital business transformation on industry 4.0 capabilities and sustainable supply chain performance

Analyzing the mediating role of organizational ambidexterity and digital business transformation on industry 4.0 capabilities and sustainable supply chain performance

Sustainable supply chain management – a key to resilience in the global pandemic

Buyer-supplier dyad on performance and sustainability

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