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With the popularization of sustainable concepts, how to transform into a sustainable supply chain has received widespread attention in practice. Under this circumstance, this paper aims to propose a theoretical framework of sustainable supply chain transformation (SSCT) from a perspective of resource identification and utilization, investigates resources/capabilities that can be used to promote SSCT and explores how to use resources/capabilities to achieve SSCT effectively.

An inductive multi-case analysis is applied to this paper. Four state-owned/non-state-owned enterprises from the manufacturing sector are selected as the research objectives, which are all leaders in the industry based on the 2022 China TOP 500 Enterprises Ranking. Meanwhile, to guarantee the diversities of enterprises, the four selected enterprises are respectively positioned in upstream and downstream of the supply chain.

A theoretical framework of SSCT is proposed with following research findings: (1) Technology resources, facilities and equipment resources, and business process reengineering capability are the key resources/capabilities to promote SSCT. (2) From the supply chain structure perspective, there exists a leader-participant structure in SSCT. The enterprise with dominant resources/capabilities should actively transfer to a SSCT leader. From the supply chain function perspective, specific sustainability assessment indicators and special teams are two necessary settings for SSCT. From the supply chain lifecycle perspective, SSCT should be promoted in a phased manner and dynamically adjusted in each stage. (3) Digital transformation degree and enterprise ownership play a moderating role in the implementation of strategies.

This paper proposes a conceptual framework of SSCT based on the resource orchestration perspective, which provides decision support for enterprises in practice.

The purpose of this study is to advance the understanding of resource orchestration in inter-firm partnerships that appropriately configure and align strategic cross-firm supply chain resources and capabilities generating synergies to deliver superior performance.

Applying the resource orchestration logic, supported by the relational view of competitive advantage, the study draws from an empirical analysis of survey data from 152 top-level executives of US manufacturing firms to investigate the effect of leveraging and coherently combining cross-firm supply chain resources with capabilities on operational performance.

The study underscores the view that appropriately orchestrated combinations of key partnership resources and capabilities as mechanisms for marketing strategy implementation, enhance performance. Specifically, research results suggest that complementary inter-firm resources and lean align, and similarly idiosyncratic resources and agility align synergistically to deliver superior operational performance outcomes. The results also accent partnership responses to intense competition, enabling enhanced operational performance. The findings thus enrich the understanding of the resource orchestration logic and strategy, making important theoretical contributions.

As is typical in marketing and strategy research, the study research design has a cross-sectional framework, thus limiting insights on the resource orchestration dynamics that can otherwise be generated using a longitudinal design. Also, the resource orchestration stream is still nascent. Further research is needed to delineate the orchestration mechanisms that deliver on performance outcomes, especially in supply chains.

A key insight for supply chain and marketing managers is that close-knit inter-firm partnerships are critical for accessing idiosyncratic and complementary resources that can be configured and symbiotically aligned with market-facing agility and lean capabilities, respectively, to deliver market value. Proactive partnerships, especially in highly competitive and disruptive environments, enable mobilizing cross-firm resources and building appropriate matching combinations with capabilities to deliver on operational performance.

The study, guided by theory, advances the understanding of how key cross-firm resources and capabilities deliver performance gains. The key to competitive advantage and enhanced performance outcomes may lie in acquiring, leveraging and deploying appropriately matched resource-capability combinations. The present study investigates this proposition within the context of supply chain partnerships, focusing on cross-firm resources and capabilities.

This chapter delves into the impact of digital initiatives on firms and sheds light on how they can be explained through market reactions and the resource/capabilities mechanism. By providing a novel conceptual framework that reflects the potential impact of digital initiatives on the sensing, seizing and transforming capabilities of dynamic capabilities, this chapter reveals the tremendous potential of digital initiatives to help firms become more adaptive to their environment and create sustainable competitive advantages that elicit positive market responses. This conceptual framework represents an original contribution to the literature. It enhances the understanding of the resource-based view and efficient market hypothesis, providing a fresh perspective on the influence of digital initiatives on firm performance and the dynamic capabilities mechanism that has hitherto been overlooked. As a result, this chapter enables researchers to develop testable hypotheses that examine the causal relationships between digital initiatives, dynamic capabilities and market performance using robust quantitative research methods. Furthermore, this chapter offers valuable insights for managers seeking to develop a more focused approach to digital transformation and enhance their competitive advantage. By exploring the impact of digital initiatives on sensing, seizing and transforming capabilities, managers can gain a deeper understanding of how they can leverage digital initiatives to improve their organisational performance and respond more effectively to the demands of an ever-changing landscape.

While, supply chain resilience (SCRES) continues to be a dominant topic in both academic and business literature and has gained more attention recently, there is limited knowledge on SCRES capabilities specific to business functions. The purpose of this paper is to identify and investigate capabilities shared between supply, operations and logistics that are most important for SCRES.

To address this gap, the authors followed a multi-method research approach. First, the authors used the grounded theory method to generate a theoretical framework based on interviews with 51 managers from five companies in automotive SCs. Next, the authors empirically validated the framework using a survey of 340 SC professionals from the manufacturing industry.

Five significant capabilities emerged from the qualitative study; all were significant in empirical validation. This research advances the knowledge of SCRES as it informs managerial decision-making by identifying capabilities common to supply, logistics and operations that impact SCRES.

This research advances the knowledge of SCRES as it informs managerial decision-making by identifying capabilities common to supply, logistics and operations that impact SCRES. In addition, the findings of this research help managers better allocate resources among significant capabilities.

The purpose of this paper is to analyse the determinants of financial inclusion among women-owned informal enterprises in India.

The study is based on a primary survey of 321 informal enterprises. The data has been collected through a structured questionnaire. A chi-square test has been used to examine the significant association between the characteristics of informal enterprises and their owners and financial inclusion. A logistic regression model has been developed to analyse the determinants of financial inclusion among women-owned informal enterprises.

A significant and negative association has been found between business duration and entrepreneurs’ experiences with financial inclusion. In addition, the chi-square test shows a significant association between resource capability, use of ICT by enterprises and financial inclusion. Further, logistics regression shows that duration of business, entrepreneurial experience, resource capability in terms of machinery and equipment use, and ICT are significant determinants of financial inclusion among women-owned informal enterprises.

There are several practical implications for national policymakers and other stakeholders, such as banks and international bodies working on financial inclusion. It is suggested that while designing the policy for financial inclusion among woman-owned informal enterprises, it should ensure that experience and older woman entrepreneurs are included in financial inclusion schemes.

There has been very few research on financial inclusion in woman-owned businesses. However, no research has been conducted on the financial inclusion of women-owned informal businesses. This study fills a gap by investigating the factors that influence financial inclusion in women-owned informal businesses.

Transport and logistics companies (TLCs) have adopted green practices to reduce their emission and waste in support of environmental protection requirements. However, not all green practices of TLCs have resulted in green performance (GP) because of inherent variations in internal abilities and external factors affecting firms in different operational environments. Using institutional (INT) and resource-based view (RBV) theories we develop a model that shows how institutional pressures and internal abilities impact TLCs’ GP.

Underpinned by INT and RBV theories, this study utilised structural equation modelling on a cross-sectional survey of 222 TLC firms operating in the Philippines.

The study reveals that TLCs’ regulatory compliance, social obligations and competitor pressures have significant direct effects on TLCs’ GP while supplier integration and resource capabilities serially mediate the relationships. The findings indicate that institutional pressures and internal abilities that shape firms’ environmental policies and procedures explain TLCs’ GP.

As a result of the cross-sectional nature of our data, findings may be time, population and prevailing situation dependent. The long-term validity of the research can be improved if longitudinal design is employed. We collected data from a single respondent considered as the best respondent. However, with time and resource availability, a jury of executives for each company would have been a better alternative respondent.

The findings of this research provide TLC managers, policymakers and other stakeholders with much-needed guidance for crafting policies and strategies for handling the challenges of caring for the planet and maintaining sustainable operations.

Improving green practices of TLCs to enable waste and emission reductions is critical to the health and well-being of people and the planet. An environment free of pollution will result in fewer health challenges, fewer medical/insurance-related expenses, and, above all, enable a higher quality of life and a more productive workforce.

Studies have extensively explored the green practices of TLCs as well as the influences of both institutional pressures and internal abilities of TLCs on their green practices. This study identifies critical factors that significantly affect the GP of TLCs and provides a conceptual framework for a better understanding of the dynamics of strategic, tactical and operational issues that TCLs may face in their effort at greening the sector.

Digital technologies (DTs) are one of the most important and beneficial ways to enhance the effectiveness of supply chain finance activities. Based on resource orchestration theory, the purpose of this study is to apply the “resources-capability-performance” framework to investigate how DT deployment (in terms of both breadth and depth) impacts supply chain financing performance (SCFP).

Hierarchical regression analysis was applied in the theoretical modeling examination. Through the sample of 380 survey questionnaires from the Chinese manufacturing industry, this study empirically validated the proposed model.

Results of this study present that both the breadth and depth of DT deployment positively impact SCFP, whereas supply chain transparency (SCT) acts as a mediator between them. Moreover, financing alignment positively moderates the relationship between the breadth of DT deployment and SCT.

From an integrated perspective, this study highlights the dual deployment ways of DTs to improve SCFP. Moreover, this research further enriches and extends the application of resource orchestration theory by providing theoretical mechanisms for the mediating role of SCT and elucidating the moderating role of financing alignment.

Organizations have always faced the possibility of disruptions. Traditional approaches, such as shifting risks through insurance or improving organizational resiliency, view disruptions as threats. This study aims to propose a new perspective where disruptions can also be opportunities. By adopting project portfolio management (PPM), organizations can develop proactive capabilities to manage uncertainty and prepare to exploit future disruptions.

Drawing on publicly available research reports, company reports, professional standards and press reports, this study describes key features of PPM and provides detailed practical guidance on how to apply PPM in daily operations, especially in preparation for the next disruption.

The key steps in applying PPM in daily operations are: align portfolios and projects with strategic goals and objectives; establish a robust governance framework; optimize resource capability and capacity; build and implement appropriate implementation methodologies; continuously monitor, review and optimize the project portfolio; and develop a culture that embraces risks, innovation and adaptability.

This research has several limitations and implications. On limitations, the study was constrained by publicly available data, an in-depth interview with a consulting firm and a survey based on convenient sampling. These limitations will impact the generalizability of the findings. On implications, this paper shows how organizations can prepare for future disruptions by applying PPM. There are other ways to prepare for the unpredictable future, and further research is needed to explore other methods.

The results of this study have important practical implications for all organizations and in all sectors. Major disruptions are matters of “when,” not “how,” and responsible organizations need to pay attention. Based on the PPM discipline, this research provides an approach for business executives and project management practitioners to tackle this challenge. Furthermore, portfolio managers should use this information to promote and advocate for more disciplined planning to confront the uncertain future.

The findings of this paper carry important social implications. As the recent events showed the vastness of disruptions, from extreme heat to fires in Maui, sitting idly and waiting passively for an unpredictable future is not an option. This paper advocates the need for more awareness and preparation for future disruption by applying PPM. Furthermore, this research provides concrete guidelines for organizations and practitioners to consider as they confront the unknown. Additional research should investigate other effective strategies to meet the challenges of an uncertain and volatile future.

This study offers practical steps on how organizations may manage not only to survive but also to thrive in an uncertain and volatile world.

Drawing on resource orchestration theory, this paper aims to empirically investigate the relationships between digital transformation (DT), triple-A supply chain capabilities (i.e. agility, adaptability and alignment) and sustainable performance. The research focuses on the pharmaceutical industry, which best represents a business environment characterized by volatility, uncertainty, complexity and ambiguity.

Data were collected at different echelons of a globally oriented pharmaceutical supply chain, with the focal company located in the Netherlands. Empirical data were analyzed with partial least squares – structural equation modelling.

The findings reveal that DT enhances the triple-A supply chain capabilities. Nevertheless, not all three capabilities are necessary to improve overall sustainable performance. The results highlight that, among the three, only supply chain agility and adaptability significantly mediate the relationship between DT and sustainable performance.

This research supports the literature affirming that not all the triple-A supply chain capabilities equally affect sustainable performance. Moreover, it deepens the understanding of how orchestrating the triple-A capabilities at a firm level fosters overall sustainable performance, facing resource scarcity and investments in DT.

This study aims to clarify the direct impact of digitalization on export performance (EP) by synthesizing previous research and testing this relationship empirically. Furthermore, the study investigates digitalization types, contextual moderators and method moderators affecting the impact of digitalization on EP.

The study uses meta-analysis to test the digitalization–EP relationship (k = 81) using data from 106 independent samples involving 62,082 respondents across nearly 30 countries.

The study finds digitalization’s positive and significant effect on EP (r = 0.36). The impact of digitalization on EP is also subject to different moderators, including digitalization type (i.e. digital capabilities), contextual factors (i.e. institutions, export experience, development of the region and industry) and method factors (i.e. back translation and strategy measurement).

Scholars have initiated studies on the impacts of diverse digitalization types on EP, while empirical findings on these effects remain inconclusive. Based on resource-based theory, the study develops and validates a comprehensive meta-analytic framework, revealing the important influence of digitalization on EP. The moderator findings further highlight the impact of internal and external contingencies on the outcomes of exporting firms’ digitalization.