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This paper investigated the organizational adoption of big data analytics (BDA) in the context of supply chain planning (SCP) to conceptualize how resources are orchestrated for organizational BDA adoption and to elucidate how resources and capabilities intervene with the resource management process during BDA adoption.

This research elaborated on the resource orchestration theory and technology innovation adoption literature to shed light on BDA adoption with multiple case studies.

A framework for the resource orchestration process in BDA adoption is presented. The authors associated the development and deployment of relevant individual, technological and organizational resources and capabilities with the phases of organizational BDA adoption and implementation. The authors highlighted that organizational BDA adoption can be initiated before consolidating the full resource portfolio. Resource acquisition, capability development and internalization of competences can take place alongside BDA adoption through structured processes and governance mechanisms.

A relevant discussion identifying the capability gap and provides insight into potential paths of organizational BDA adoption is presented.

The authors call for attention from policymakers and academics to reflect on the changes in the expected capabilities of supply chain planners to facilitate industry-wide BDA transition.

This study opens the black box of organizational BDA adoption by emphasizing and scrutinizing the role of resource management actions.

Big data analytics capabilities are the driving force and deemed as an operational excellence approach to improving the green supply chain performance in the post COVID-19 situation. Motivated by the COVID-19 epidemic and the problems it poses to the supply chain's long-term viability, this study used dynamic capabilities theory as a foundation to assess the imperative role of big data analytics capabilities (management, talent and technological) toward green supply chain performance.

This study was quantitative and cross-sectional. Data were collected from 374 executives through a survey questionnaire method by applying an appropriate random sampling technique. The authors employed PLS-SEM to analyze the data.

The findings revealed that big data analytics capabilities play a significant role in boosting up sustainable supply chain performance. It was found that big data analytics capabilities significantly contributed to supply chain risk management and innovative green product development that ultimately enhanced innovation and learning performance. Moreover, innovation and green learning performance has a significant and positive relationship with sustainable supply chain performance. In the post COVID-19 situation, organizations can enhance their sustainable supply chain performance by giving extra attention to big data analytics capabilities and supply chain risk and innovativeness.

The paper specifically emphasizes on the factors that result in the sustainability in supply chain integrated with the big data analytics. Additionally, it offers the boundary condition for gaining the sustainable supply chain management.

The main purpose of this study is to fill the research gap on how B2B global service firms integrate dynamic capabilities within their omnichannel management to influence positive word of mouth (WOM), customer engagement (CE) and customer equity.

Drawing on the dynamic capability and WOM theories, a model has been developed that defines the subjects of the empirical test. The paper reports on data collected from 312 service-oriented global firms in Australia, through a cross-sectional survey. Data were analyzed using structural equation modeling.

The findings suggest that content management (i.e. information consistency, source trustworthiness and endorsement) and concerns management (i.e. privacy, security and recovery) capabilities are the two significant antecedents of positive WOM within a B2B omnichannel setting in international marketing. The findings also confirm the key mediating role of CE between positive WOM and customer equity.

The findings extend dynamic capability theory in the context of international marketing by linking WOM, CE and customer equity. The findings add further theoretical rigor by establishing the nomological chain between positive WOM and customer equity, in which CE plays a key mediating role.

The view that dynamic capabilities theory can help explain how lean organizations improve has been put forward by scholars. However, there is still a lack of research on the matching relationship between the application of lean practice and the internal elements of enterprise organization from the perspective of dynamic capabilities. The purpose of this study is to validate the moderating effect of dynamic capabilities on the relationship between lean practices and operational performance.

This study used the method of survey and empirical research to collect sample data from 263 enterprises in China. Through literature review, this study put forward the moderating hypotheses around dynamic capabilities, lean practices and operation performance and used the method of regression analysis to validate these hypotheses.

The results showed that dynamic capabilities have a partially moderating effect on the application of lean practices. Specifically, dynamic capabilities have a significant moderating effect on the relationship between just-in-time, total quality management, total preventive maintenance and operational performance, while dynamic capabilities have no significant moderating effect on the relationship between human resource management and operational performance.

The research conclusion complements and enriches the lean practices literature from the perspective of dynamic capabilities. Existing studies mainly focus on the moderating role of external environmental factors, while there is a lack of empirical research on the role of dynamic capabilities in lean practices literature. The research results will help enterprises further understand the matching relationship between lean practices and dynamic capabilities and then improve the success of lean practices application.

For construction organisations to be effective at implementing an integrated safety, health and environmental (SHE) management system, they require the right level of organisational capability. This capability includes the policies, systems and resources of the organisation. However, within the academic literature, it is unclear which organisational attributes of construction companies are important for implementing integrated SHE management. This study aims to explore the organisational attributes that determine integrated SHE management capability and their relative priorities.

The study used a literature review supported by expert verification and a subsequent three-round expert Delphi technique accompanied by applying the voting analytical hierarchy process.

The study identified 20 attributes grouped under five main thematic categories. These are strategy (the organisation’s vision and top management commitment); process (the organisation’s procedures and processes for SHE management); people (organisation’s human resources, their competence, roles, responsibilities and involvement in SHE management); resources (organisation’s physical and financial resources for SHE management) and information (SHE related documents, data, records and their communication across an organisation). While these thematic categories and the attributes within carry different weights of importance, the strategy-related attributes are the most important, followed by the people-related attributes.

The results of this study should enable construction companies and key industry stakeholders to understand construction companies’ capability to successfully implement an integrated SHE management system. Furthermore, construction companies should be able to prioritise efforts or investments to enhance their SHE management capability.

Despite the growing and widespread importance of exploring the primary factors facilitating global value chain (GVC) and supply chain management, this topic has received surprisingly little attention to date. Drawing upon the technology–organization–environment framework and the resource-based view, this study aims to fill these important gaps in the literature by theorizing and developing a comprehensive model to explain how a foreign subsidiary of multinational enterprises can improve the upgrading of the GVC and supply chain performance in a host market.

Using survey data collected from 266 foreign subsidiaries of multinational enterprises operating in the Chinese manufacturing sector, this study empirically examines the theoretical framework using a structural equation modeling approach.

The results demonstrated that the relative advantages of digital technology, supplier diversification and environmental uncertainty all contribute positively to the development of foreign subsidiaries’ supply chain management capabilities. Meanwhile, supply chain management capability plays a positive role in foreign subsidiaries facilitating GVC upgrading and enhancing supply chain performance.

The findings of this study provide many important implications and useful insights to foreign subsidiaries operating in an emerging host market by concentrating on how to develop and maintain their competitive advantages in the process of GVC reshaping and supply chain restructuring.

This study provides a useful guide to help firms better understand how they may develop and enhance their competitive advantages in upgrading their GVCs and implementing supply chain restructuring. In addition, this research generates important policy implications considering the recent trend toward creating more effective and sustainable global supply value chains.

In the landscape created by digital transformation, developing the ability to adapt and innovate by absorbing and generating new knowledge has become a strategic priority for organizations. The theory of dynamic capabilities, especially from a knowledge-based perspective, has proven particularly useful in studying the phenomena of transformation and change. Moving from this premise, this paper aims to map the state of research and to define guidelines for the actualization of dynamic capabilities theory in the digital transformation era.

A structured literature review of 75 papers, using descriptive, bibliographic and content analysis, was performed to analyze the evolution of dynamic capabilities in the context of digital transformation.

Studies concerning knowledge-based dynamic capabilities for digital transformation have been clustered into five main research areas: the micro-foundation of dynamic capabilities for digital transformation; dynamic capabilities for value creation in digital transformation; dynamic capabilities for digital transition in specific industries; dynamic capabilities for “data-driven organizations”; and dynamic capabilities for digital transformation in SMEs and family firms. A future research agenda for scholars in strategic management is presented.

A conceptual framework and a future research agenda are presented to highlight directions for this promising research field concerning the renewal of dynamic capabilities in the context of digital transformation.

The originality of the paper lies in the conceptual framework aiming to systematize current research on knowledge-based dynamic capabilities for digital transformation and to provide a new conceptualization of digital dynamic capabilities, clarifying how organizations create and share knowledge in the era of digitalization.

Existing studies have paid less attention to the impact of knowledge accumulation on digital transformation and its boundary conditions. Hence, this study aims to investigate the effects of ambidextrous knowledge accumulation on manufacturing digital transformation under the moderation of dynamic capability.

This study divides knowledge accumulation into exploratory and exploitative knowledge accumulation and divides dynamic capability into alliance management capability and new product development capability. To clarify the relationship among ambidextrous knowledge accumulation, dynamic capability and manufacturing digital transformation, the authors collect data from 421 Chinese listed manufacturing enterprises from 2016 to 2020 and perform analysis by multiple hierarchical regression method, heterogeneity test and robustness analysis.

The empirical results show that both exploratory and exploitative knowledge accumulation can significantly promote manufacturing digital transformation. Keeping ambidextrous knowledge accumulation in parallel is more conducive than keeping single-dimensional knowledge accumulation. Besides, dynamic capability positively moderates the relationship between ambidextrous knowledge accumulation and manufacturing digital transformation. Moreover, the heterogeneity test shows that the impact of ambidextrous knowledge accumulation and dynamic capabilities on manufacturing digital transformation varies widely across different industry segments or different regions.

First, this paper shifts attention to the role of ambidextrous knowledge accumulation in manufacturing digital transformation and expands the connotation and extension of knowledge accumulation. Second, this study reveals that dynamic capability is a vital driver of digital transformation, which corroborates the previous findings of dynamic capability as an important driver and contributes to enriching the knowledge management literature. Third, this paper provides a comprehensive micro measurement of ambidextrous knowledge accumulation and digital transformation based on the development characteristics of the digital economy era, which provides a theoretical basis for subsequent research.

This study aims to answer the question of how incumbent firms cultivate dynamic capabilities through knowledge management so that they can efficiently adapt to the changing external environment.

This study adopts a case study approach and collects data through interviews and secondary public information on the lighting industry and two lighting firms in Lin'an, China. It qualitatively examines the challenges and strategic recommendations for incumbent firms in the context of discontinuous technological change from a knowledge management perspective.

Incumbent firms often face a variety of challenges when responding to discontinuous technological change. These challenges include identifying opportunities, overcoming path dependence and dealing with employee resistance to change. To overcome these difficulties, three strategies have been proposed to enhance the dynamic capabilities of incumbent firms through knowledge management: cross-border search helps firms improve their knowledge acquisition capabilities and better understand their environment to identify opportunities; building strategic leadership overcomes path dependence and improves knowledge integration capabilities; organizational learning deepens employees’ understanding of change and enhances organizational knowledge application capabilities.

Previous research attributes a firm's ability to cope with discontinuous technological change solely to its general resources, which weakens the importance of knowledge management in this context. This study emphasizes the importance of knowledge as a crucial strategic resource in developing the essential dynamic capabilities for incumbent firms to cope with discontinuous technological change.

This study provides an in-depth analysis of incumbent firms' coping strategies in the new context of discontinuous technological change and further promotes cross-disciplinary research.

This study provides an in-depth analysis of coping strategies in the new context of discontinuous technological change, furthermore theoretically advancing the interdisciplinary research of firm transformation and knowledge management. Meanwhile, it is crucial to identify the preconditions for cultivating dynamic capabilities, especially from a knowledge-based view, which enhances the depth of knowledge management research.

Complexity has been called the 21st-century supply chain (SC) challenge. Most SC managers view it as a necessary evil, ever-present, costly and tough to manage, and few prioritize it. Still, anecdotes suggest some leverage it to drive operational excellence. This study aims to explore how they do it, delving into the development of a complexity management capability, under what circumstances it emerges and its effect on competitiveness.

To better understand why, and how, companies develop (or not) a distinctive SC complexity management capability, this study employed an inductive study of 10 leading European companies, each operating a complex SC.

Although SC complexity raises costs, increases disruptions and makes decision-making difficult, few companies have made complexity management a priority. Among those, most focus on reducing or absorbing complexity to improve operational excellence. A few invest to develop a distinctive SC complexity management capability. They manage complexity for market success. The interaction among competitive pressures, managerial attitudes and investments delineate a dynamic capability development process.

Despite extensive research on complexity drivers, the tools used to manage SC complexity and the impact of SC complexity on performance, the interplay among factors that promote, or hinder, the development of an SC complexity capability continues to be poorly understood. By mapping the complexity capability development process, this study explicates a more nuanced approach to managing SC complexity that can yield a competitive edge.

SC complexity prevails because the dynamic, iterative complexity capability development process is overlooked. Managers can use the complexity capability roadmap to assess the cost/benefits of pursuing a distinctive complexity management capability more accurately.

This study demystifies the development of a complexity management capability, showing how some companies develop the capability to distinguish between value-added and value-dissipating complexity and thus become empowered to leverage SC complexity for competitive advantage.