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The aim of this paper is to adopt a study framework of network embeddedness and social capital perspective, and to explore the relationship among relationship strength, knowledge integration capability and the efficiency of knowledge transfer among technology alliance.

Empirical data were acquired through a recent survey of electrical and mechanical, biopharmaceutical and chemical industries. LISREL analysis was employed to examine the impact of relationship strength and integration capability on the efficiency of knowledge transfer.

The results verify that relationship strength has a significant positive impact on cooperative knowledge transfer and external integration capability, but it cannot influence innovative knowledge and internal integration capability. The internal knowledge integration capacity has a positive influence on the external integration capacity, but the external knowledge integration does not have significant impact on the internal integration capacity. Combined with the external integration capability, relationship strength's indirect influence on cooperative knowledge transfer is greater than the direct one.

Strengthening knowledge integration capacity is the key to improve the efficiency of knowledge transfer by taking advantage of partnerships. The enterprise should adjust the relationship strength according to the function matching of the knowledge.

This paper is one of very few that provide empirical evidence of the impact of relationship strength and integration capability on the performance of knowledge transfer. It provides necessary basis for the enterprise to lay out and establish the technology alliance, which the enterprise should adjust the type of union according to the characteristic of the knowledge during the process of planning the technology alliance. This paper also suggests that the enterprises should make full use of technology alliance to enhance the external integration ability.

The purpose of this paper is to conceptualize a typology of supply-side resilience capabilities and empirically validates these capabilities and their constituent bundles of practices.

The study is primarily qualitative, employing the critical incident technique to collect data across 22 firms and seeking to validate how and why practice bundles form and relate to operations performance. It contains a frequency of occurrence analysis for the purpose of triangulation, a minor statistical part to provide some additional evidence of bundle formation and correlation between adoption of bundles of practices and recovered operations performance after upstream supply chain disruptions.

Four supply-side resilience capabilities are conceptualized along two dichotomous dimensions – “proactive/reactive” and “internal/external” – in a 2×2 matrix as proactive-internal, proactive-external, reactive-internal and reactive-external resilience capabilities. Empirical support for the conceptualized typology is found. Bundles of specific practices that can be associated with each capability are identified. Moreover, the study finds a relationship between these practice bundles and recovered operations performance.

The statistical part is used just to provide some additional evidence through factor and regression analyses that these capabilities exist and do benefit adopting firms.

Specifies practices that lead to recovered operations performance in the event of supply disruptions.

Advances current theory by operationalizing resilience as a set of dynamic capabilities in terms of practice bundles that aid in recovering operations performance upon supply disruptions.

The purpose of this paper is to explore the impact of information technology (IT) on supply chain performance in the automotive industry. Prior studies that analyzed the impact of IT on supply chain performance report results representing the situation of the “average industry.” This research focuses on the automotive industry because of its major importance in many national economies and due to the fact that automotive supply chains do not represent the supply chain of the average industry.

A research model is proposed to examine the relationships between IT capabilities, supply chain capabilities, and supplier performance. The model divides IT capabilities into functional and data capabilities, and supply chain capabilities into internal process excellence and information sharing. Data have been collected from 343 automotive first-tier suppliers. Structural equation modeling with partial least squares is used to analyze the data.

The results suggest that functional capabilities have the greatest impact on internal process excellence, which in turn enhances supplier performance. However, frequent and adequate information sharing also contributes significantly to supplier performance. Data capabilities enable supply chain capabilities through their positive impact on functional capabilities.

The findings will help managers to understand the effect of IT implementation on company performance and to decide whether to invest in the expansion of IT capacities.

This research reports the impact of IT on supply chain performance in one of the most important industries in many industrialized countries, and it provides a new perspective on evaluating the contribution of IT on firm performance.

This paper aims to examine the impacts of relational capital on supply chain quality integration (SCQI) and operational performance from the holistic perspective of the entire supply chain.

Structural equation modeling with LISREL was used to test the conceptual model based on data collected from 308 companies in China.

The results indicate that with the exception of internal relational capital not having a significant impact on customer quality integration, supplier, internal and customer relational capital have positive impacts on supplier, internal and customer quality integration, which consequently improve operational performance. The results also show that internal relational capital has positive impacts on supplier and customer relational capital, and internal quality integration has positive impacts on supplier and customer quality integration.

The results provide important managerial insights for the improvement of operational performance through the development of relational capital and the implementation of SCQI practices throughout the supply chain.

The authors contribute to the relational capital and supply chain quality management literature by exploring the effectiveness of relational capital in improving SCQI and operational performance from the holistic perspective of the entire supply chain. The findings enrich the knowledge of SCQI management from the perspective of relational capital.

Building on the information processing perspective, the authors propose that both internal and external supply chain risk management (SCRM) practices play essential roles in mediating supply chain disruption orientation (SCDO) to exercise an influence on resilience. The authors also put forward analytics capability as an important moderator in the above-mediated relationship.

The authors collected 170 match-paired questionnaires from Chinese firms to test our model. The authors further interviewed some managers to supplement key quantitative results.

First, SCDO positively affects resilience via internal and external SCRM practices. Second, the mediating effects of internal and external SCRM practices are stronger when analytics capability is higher. Third, analytics capability positively moderates the positive effect of SCDO on SCRM practices. Meanwhile, it does not moderate the positive effect of SCRM practices on resilience.

Our study contributes to SCRM-related and IT-related literature by considering the content, mediating mechanisms (i.e. internal and external SCRM practices) and boundary conditions (i.e. data analytic capability) of SCDO in shaping resilience in the digital supply chain.

Our study helps remind managers that firms build disruption orientation, develop different SCRM practices and leverage analytics capability to improve resilience amid unexpected and unplanned disruptions.

Our study sheds light on the roles of both internal and external SCRM practices. Furthermore, this research helps explain how SCDO motivates resilience through SCRM practices, particularly for those firms that have higher analytics capability.

This paper aims to examine the relationship between supply integration and firm performance by first, investigating the mediating effects of manufacturing flexibility and mass customization; and second, exploring the moderating role of innovation orientation on the link between internal capabilities and performance.

Resource orchestration and contingency theories are used to address the mediating and moderating effects. A cross-sectional data set on 242 Swedish manufacturers is used to test for the hypotheses using structural equation modeling.

The findings provide support for the mediating roles of manufacturing flexibility and mass customization in the relationship between supply integration and firm performance. However, the results point to contrasting contingent effects of innovation orientation. While innovation orientation positively moderates the association between mass customization and firm performance, it shows a negative impact on the link between flexibility and performance.

The study contributes to the literature on the integrative activities with upstream supply chain actors. Specifically, the authors highlight how specific capability configurations comprising of supply integration, manufacturing flexibility and mass customization lead to firm performance. Moreover, the authors provide insights on the contingency role of innovation, especially if firms consider flexibility or customization capabilities.

While the individual impacts of flexibility and customization on performance have been addressed previously, there is a paucity of research on how these two capabilities are integrated with supply integration. Moreover, there is little known regarding the role of innovation orientation on these integrated relationships.

This paper aims to develop frameworks to support implementation and competitive leveraging of distinct sustainable supply chain operations. This derives from conceptual definition of the dynamic capabilities required to support Hart’s (1995) natural-resource-based view resources in the supply chain.

This conceptual study uses qualitative content analysis to extract capabilities from review and analysis of literature related to natural-resource-based view (NRBV) and sustainable supply chain management. Intercoder reliability assessments support conceptual development of such capabilities into dynamic capability frameworks.

Specific interrelations between each NRBV resource and corresponding supply chain strategies are conceptualised. From this, capabilities are categorised to corresponding resources, dynamic capabilities activities and internal–external focus. This results in definition of 107 dynamic NRBV capabilities.

Contributions are threefold: distinct frameworks for competitive sustainable supply chain management is offered; the NRBV benefits from enhanced practical guidance via the definition of its dynamic capabilities, addressing the theory-practice gap; and understandings of dynamic capabilities and their role in both the NRBV sustainable supply chain management is advanced.

This paper offers four frameworks to allow firms to tailor sustainability strategies to suit their needs and guide competitive leveraging. Definition of capabilities offers practical guidance to operationalise NRBV resources.

This is the first holistic interpretation of NRBV capabilities and explicit application of dynamic capabilities. This forms the basis of a broader research agenda for the NRBV in sustainable supply chain management.

This study proposes an objective assessment model to evaluate the performance of internal and external capabilities of firms. It facilitates firms to invest appropriate resources to cultivate the organizational capability necessary to meet the requirements of the performance indicators.

This study integrates the concepts of resource-based theory, the organizational capability concept, and conduct a performance analysis to the four perspectives of the BSC by implementing the fuzzy set theory and data employment analysis.

The findings show that the appropriate strategies help allocate available resources and capabilities during the different product life cycle, which provides practical guidelines for firms to achieve sustaining competitive advantage.

The selected factors were focused on four resources and capabilities rather than all possible factors.

An objective assessment model was created based on internal and external competitive performance efficiency in this research field. This model facilitates the ability of the top management to make decisions for resource allocation that will enhance firm's performance.

The purpose of this study is to analyze cross-functional integration processes and their respective impacts on resilience capabilities, with particular emphasis on collaboration, in an automotive supply chain.

A case study was conducted in an automotive supply chain through 18 in-depth interviews with managers from six different companies, namely, two suppliers, one focal manufacturer and three customers. The automotive industry is one of the most vital industries in the Brazilian economy and is still recovering from the 2015 financial crisis, making it an interesting case for this research.

The findings reveal several links between resilience and cross-functional integration literatures through the analysis of three basic categories, namely, disruptions (lack of product, interruption of production, delivery delay, organizational bankruptcy and sales loss); capabilities (redundancy, flexibility, adaptability, collaboration, visibility and agility); and integration factors (cross-functional meetings, adequate communication, longevity of relationships, cross-functional training, recognition of interdependence and the consideration given to informal groups).

This research addresses several implications for practitioners. Managers should pay attention to the cross-functional teams, which may provide internal collaboration, and hence collaboration in the supply chain.

This paper suggests a new concept for the collaboration capability. According to the results, collaboration is the capability of dealing with formal and informal factors to integrate both the internal functions and supply chain members, which can provide visibility, agility and adaptability toward supply chain resilience.

This study aims to explore which drivers of innovation in the hospitality industry optimise hospitality performance in a multivariate nexus of restaurants’ value system for hospitality (VSH) and internal–external power understanding capability.

The study applied a cross-sectional questionnaire survey research design, targeting employees who were working in full-service restaurants. Descriptive statistic, confirmatory factor analysis and structural equation modelling (SEM) were performed. A total of 364 respondent’s responses were used in the data analyses.

Results of the empirical analysis reveal that collaborative innovation capability has the closest relationship with hospitality performance optimisation (HPO), followed by VSH, employee creativity and knowledge management system capability. The analysis with the bootstrapping method shows that VSH mediates the relationship between the drivers of innovation and HPO. The empirical results also suggest that firms’ capabilities of understanding internal and external environments are significant moderators of the relationship between VSH and HPO.

The empirical findings provide restaurant managers with an improved understanding of how the drivers of innovation capability influence HPO. Findings from this research emphasise that hotel managers should consider internal and external environmental issues to adjust their strategies for improving hospitality performance in a competitive environment.

Findings suggest that restaurant managers should implement the drivers of innovation in their respective work environment, together with their adequate involvement with staff and understanding of environmental issues, to produce innovative hospitality strategies.

This research contributes a comprehensive framework of HPO in the restaurant business setting that leads to a competitive advantage. To the best of the authors’ knowledge, this research is one of the pioneer studies to contribute to the hospitality literature that investigates the effect of the drivers of innovation on VSH and HPO by considering the moderation role of internal and external environmental understanding capability.