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Sailing toward sustainability is becoming the strategic focus of shipping firms. Drawing on organizational information processing theory (OIPT) and the theory of planned behavior (TPB), we investigated the impact of digital transformation (DT) on shipping firms’ sustainable management performance and the boundary conditions guiding this relationship.

The authors examined the hypotheses by employing hierarchical linear modeling on two-wave time-lagged data from 189 shipping firm employees in China.

The results suggest that a shipping firm’s DT is positively associated with its sustainable management performance and that the relationship is strengthened by having better cross-functional and customer coordination mechanisms. Furthermore, our three-way interaction analyses show that while injunctive norms in a shipping firm’s networks can strengthen the contingency roles of both cross-functional and customer coordination mechanisms, descriptive norms alone significantly influence customer coordination.

Drawing on organizational information processing and planned behavior theories, the present research provides new insights into leveraging DT for sailing toward sustainable success. Moreover, this study extends the current understandings of the boundary conditions of the relationship between DT and sustainable management performance by showing the two-way and three-way interaction effects of coordination mechanisms and subjective norms. The findings of the present research can be utilized as effective strategies for promoting sustainable management performance.

The study seeks to propose a linear model by applying complexity theory and resource-based theory to investigate how hotels achieve competitive advantage and organizational performance during the Covid-19 pandemic from the perspective of hotel leaders.

Using a standardized questionnaire and convenience sampling approach hotel managers and administrative employees were surveyed online. A total of 354 participants from five provinces in China were examined using Smart PLS and fsQCA 3.0 for analysis. The utilization of the asymmetric method facilitates the elucidation of relationships that may not be readily apparent when employing conventional symmetric approaches.

The results display a significant impact of transformational leadership (TL) on market orientation (MO), competitive advantage (CA) and organizational performance (OP). The results show numerous combinations using fsQCA that can be utilized to increase OP within the hotel industry.

At present, there is a lack of substantial empirical evidence to comprehensively investigate the impact of TL on MO, CA and OP in the field of hospitality research specifically in the context of the Covid-19. The study also contributes by providing an explanation of the factors that contribute to the development of a higher organizational performance base through TL, MO and CA during the Covid-19 pandemic.

This research paper aims to analyze the scientific and grey literature on Quality 4.0 and zero-defect manufacturing (ZDM) frameworks to develop an integrated quality 4.0 framework (IQ4.0F) for quality improvement (QI) based on Six Sigma and machine learning (ML) techniques towards ZDM. The IQ4.0F aims to contribute to the advancement of defect prediction approaches in diverse manufacturing processes. Furthermore, the work enables a comprehensive analysis of process variables influencing product quality with emphasis on the use of supervised and unsupervised ML techniques in Six Sigma’s DMAIC (Define, Measure, Analyze, Improve and Control) cycle stage of “Analyze.”

The research methodology employed a systematic literature review (SLR) based on PRISMA guidelines to develop the integrated framework, followed by a real industrial case study set in the automotive industry to fulfill the objectives of verifying and validating the proposed IQ4.0F with primary data.

This research work demonstrates the value of a “stepwise framework” to facilitate a shift from conventional quality management systems (QMSs) to QMSs 4.0. It uses the IDEF0 modeling methodology and Six Sigma’s DMAIC cycle to structure the steps to be followed to adopt the Quality 4.0 paradigm for QI. It also proves the worth of integrating Six Sigma and ML techniques into the “Analyze” stage of the DMAIC cycle for improving defect prediction in manufacturing processes and supporting problem-solving activities for quality managers.

This research paper introduces a first-of-its-kind Quality 4.0 framework – the IQ4.0F. Each step of the IQ4.0F was verified and validated in an original industrial case study set in the automotive industry. It is the first Quality 4.0 framework, according to the SLR conducted, to utilize the principal component analysis technique as a substitute for “Screening Design” in the Design of Experiments phase and K-means clustering technique for multivariable analysis, identifying process parameters that significantly impact product quality. The proposed IQ4.0F not only empowers decision-makers with the knowledge to launch a Quality 4.0 initiative but also provides quality managers with a systematic problem-solving methodology for quality improvement.

With production systems become more digitized, data-driven maintenance decisions can improve the performance of production systems. While manufacturers are introducing predictive maintenance and maintenance reporting to increase maintenance operation efficiency, operational data may also be used to improve maintenance management. Research on the value of data-driven decision support to foster increased internal integration of maintenance with related functions is less explored. This paper explores the potential for further development of solutions for cross-functional responsibilities that maintenance shares with production and logistics through data-driven approaches.

Fifteen maintenance experts were interviewed in semi-structured interviews. The interview questions were derived based on topics identified through a structured literature analysis of 126 papers.

The main findings show that data-driven decision-making can support maintenance, asset, production and material planning to coordinate and collaborate on cross-functional responsibilities. While solutions for maintenance planning and scheduling have been explored for various operational conditions, collaborative solutions for maintenance, production and logistics offer the potential for further development. Enablers for data-driven collaboration are the internal synchronization and central definition of goals, harmonization of information systems and information visualization for decision-making.

This paper outlines future research directions for data-driven decision-making in maintenance management as well as the practical requirements for implementation.

This study aims to investigate the implementation of lean human resource management (HRM) practices in manufacturing small- and medium-sized enterprises (SMEs) and explore how various factors interact to influence their successful adoption. By exploring the interplay among these factors, the research seeks to identify key drivers affecting the adoption of lean HRM in manufacturing SMEs. Ultimately, the research intends to provide insights that can guide organisations, practitioners and policymakers in effectively implementing lean HRM practices to enhance operational efficiency, workforce engagement and competitiveness within the manufacturing SME sector.

The study combined total interpretive structural modelling (TISM) and Matrice d'Impacts Croisés Multiplication Appliquée à un Classement (MICMAC) analysis. TISM helped in understanding the hierarchical relationship among different factors influencing lean HRM implementation, whereas MICMAC analysis provided insights into the level of influence and dependence of each factor on others.

The research revealed that “top management support” emerged as the most independent factor, indicating that strong support from top management is crucial for initiating and sustaining lean HRM practices in manufacturing SMEs. On the other hand, “employee involvement and empowerment” was identified as the most dependent factor, suggesting that fostering a culture of employee engagement and empowerment greatly relies on the successful implementation of lean HRM practices.

While the study provided valuable insights, it has certain limitations. The research was conducted within the specific context of manufacturing SMEs, which might limit the generalizability of the findings to other industries. Expert opinions introduce subjectivity in data collection. Additionally, the study may not cover all critical factors, allowing room for further exploration in future research.

The findings have practical implications for manufacturing SMEs aiming to implement lean HRM practices. Recognising the pivotal role of top management support, organisations should invest in cultivating a strong leadership commitment to lean HRM initiatives. Furthermore, enhancing employee involvement and empowerment can lead to better adoption of lean HRM practices, resulting in improved operational efficiency and overall competitiveness.

This research contributes to the field by offering a comprehensive exploration of the interplay among factors influencing lean HRM implementation. The use of TISM and MICMAC analysis provides a unique perspective on the relationship dynamics between these factors, allowing for a nuanced understanding of their roles in the adoption of lean HRM practices in manufacturing SMEs. The identification of “top management support” as the most independent and “employee involvement and empowerment” as the most dependent factors adds original insights to the existing literature.

New product development (NPD) projects are strategically important for firms’ operations but suffer from high failure rates. Leadership is a key factor for project success. However, in contrast to positive project leadership, project managers’ knowledge hiding has received little attention. Drawing on the input-mediator-output (IMO) framework and model of work team resilience, we explored the effect of project managers’ destructive knowledge hiding (i.e. evasive hiding and playing dumb) on project team performance (i.e. efficiency and effectiveness) and the serial indirect effect through team psychological safety and transactive memory systems.

We conducted a time-lagged multiple-sourcing investigation of Chinese high-tech firms and tested the hypotheses using data collected from 105 NPD project teams.

Our findings demonstrated that project managers’ knowledge hiding negatively affects NPD project team performance and indirectly negatively affects transactive memory systems through team psychological safety. Moreover, project managers’ knowledge hiding exerts a negative indirect effect on team performance through team psychological safety and transactive memory systems in serial.

This study contributes to the literature on operations management (OM) by broadening our understanding of the connection between project managers' destructive knowledge hiding and the failure of NPD projects. In providing such insight, it also offers practical guidance for overcoming team-level obstacles arising from project managers' knowledge hiding.

This paper contributes to studies on the relationship between dynamic capabilities (DCs) and performance by showing how domain-specific DCs – international dynamic marketing capabilities (IDMCs) – affect the international performance of exporting firms in the context of extreme environmental dynamism – during the COVID-19 pandemic.

The authors focus on a sample of 277 exporting manufacturers from the post-transition economy of Poland. The authors use hierarchical multiple regression analysis to test this study's hypotheses.

This study's findings show that deployment of IDMCs by export manufacturers in the context of environmental jolts contributes to better performance, and this relationship is mediated by adaptation to foreign markets and product development capability. Additionally, this study's results reveal that the significant and positive indirect effect of IDMCs on international performance (through mediators) is, however, weakened under conditions of extreme environmental dynamism.

The limitations pertain to the cross-sectional nature of this study and the research sample, characterised by the dominance of export manufacturers of final products, the dominance of manufacturers operating in the business-to-business sector, or in the business-to-business and business-to-customer sectors simultaneously.

The study provides suggestions to managers on how to build resilience in international markets during turbulent times. These activities involve investments in IDMCs that support activities centred around product development and adaptation to foreign markets.

The novel construct of IDMCs is introduced and operationalized. The study empirically tests the direct and indirect relationship between IDMCs and performance contingent upon extreme environmental dynamism. The results demonstrate the boundary conditions for the effectiveness of these domain-specific DCs in such a research setting.

This study aims to investigate how international entrepreneurial firms (IEFs) successfully commercialise innovative products/services internationally. In doing so, the authors examined the role played by the international dynamic marketing capability (IDMC) in the relationship between explorative and exploitative innovation and commercialisation. In addition, the authors also evaluated how the breadth and depth of international networks facilitate IEFs in upholding the effects of the IDMC to influence commercialisation.

To test the research model, structural equation modelling is used based on time-lagged survey data drawn from 201 Malaysian IEFs. To validate the results, additional robustness tests and endogeneity analyses have been performed.

The findings show that the IDMC positively mediates the relationship between explorative and exploitative innovation and commercialisation. Furthermore, the finding exhibits that the effects of the IDMC on commercialisation are positively moderated by the breadth and depth of international networks.

Given the fragmented and general nature of the extant marketing research on the IDMC, the study contributes to the international marketing literature by providing rich and nuanced pertinent knowledge. This study advances dynamic capability theory in relation to IEFs by establishing the IDMC as a functional capability suited to enable them to successfully commercialise the products/services resulting from explorative and exploitative innovation.

This study aims to suggest a moderated mediation model addressing how internal integration interacts with information technology (IT) link with external customers to meet customer needs more efficiently and effectively.

This study tests the proposed hypotheses by using 268 data collected from manufacturing firms worldwide.

The results of this study reveal that internal integration plays a very important role in promoting customer satisfaction directly and indirectly by enhancing the ability to meet customers’ flexibility needs. In addition, the results show that IT link with customers strengthens this indirect influencing relationship.

By combining IT connectedness with external customers with internal capability, this study provides valuable insights into how manufacturing firms apply internal integration more effectively to enhance customer satisfaction.

This paper aims to examine the relationship between the implementation of soft lean practices and organizational resilience development in the service sector.

A mixed-methods explanatory design that relied on two sequential and complementary phases was adopted. In the first phase, a quantitative analysis was performed based on data collected from practitioners from service organizations, allowing the identification of the significance of this relationship. In the second phase, the authors used semi-structured interviews with experts to qualitatively assess how this relationship occurs.

Findings indicated that soft lean practices are positively associated with organizational resilience, although the extent of their relationships varies depending on the resilience ability under analysis. Interviews with experts also provided specific details on how such relationships occur, adding insights to the numerical results.

This study provides a deeper understanding of the implications of lean management, specifically concerning the support of soft lean practices to develop organizational resilience. Additionally, the identification of this relationship (and how it occurs) allows service organizations to deploy human-related strategies to promote broader adoption of certain soft lean practices. As socio-cultural changes are usually time-consuming, anticipating these organizational resilience needs may result in competitive advantages in the face of disruptive events.