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This study explored how COVID-19 moderated the relationship between organizational learning capabilities (OLCs), technological innovation (TI), supply chain management (SMC) processes and enterprise performance (EP). It aimed to give ideas on how organizations could change and do well during big disruptions.

Design: A structured questionnaire served as the data collection tool, employing a stratified sampling technique. Partial least squares (PLS) was utilized for data processing. Information was gathered from the automobile industry in Xian, China, providing an in-depth understanding of how COVID-19 moderated the variables under examination.

The study discovered that COVID-19 changed how organizational learning, TI, SCM and EP interacted. Some organizations had trouble keeping up with learning and innovation, but others used them to make their SCM stronger, leading to better performance. Also, different effects of COVID-19 were seen in various industries and organizations.

This study provided practical implications for managers, policymakers and practitioners. It emphasized fostering OLCs and TI as crucial for resilience during disruptions like COVID-19. Strategic investments in SCM were highlighted to mitigate disruptions and seize opportunities. Additionally, context-specific approaches were underscored for navigating pandemic-induced challenges.

This study enhanced existing literature by analyzing how COVID-19 moderated the link between organizational learning, TI, SCM and EP. Through diverse methodologies and organizational contexts, it offered fresh insights into dynamic organizational responses to disruptions, advancing both theoretical understanding and practical knowledge in the field.

This research offers clarity regarding process supply chain integration through two deliverables: (1) developing six constructs (both integrative mechanisms and integrative practices for internal, customer, and supplier integration); and (2) empirically testing a theoretically grounded supply chain process model using three distinct datasets (internal, customer, and supplier integration).

The construct development procedure involved a continuous improvement cycle for identifying 1,450 items previously used to measure internal, customer, and/or supplier integration constructs; classifying the items into one of six categories; and refining the instruments based on pilot data and peer feedback. Three surveys (targeted key informants based on their specialized knowledge on internal, customer, or supplier integration) were disseminated for evaluating the measurement instruments and testing the theoretically grounded supply chain management process models, by performing the Covariance-Based Structural Equation Modeling (CB-SEM) analysis technique.

The findings revealed consistencies across all three dimensions of supply chain integration where integrative mechanisms and integrative practices are distinct constructs; integrative mechanisms make it possible for integrative practices and supply chain orientation to occur in a supply chain company; and integrative practices and supply chain orientation improve business performance.

Our study contributes to answering how process-oriented supply chain management occurs, responding to calls for research in the supply chain management discipline and advancing theory development around supply chain integration. The theoretical and managerial contributions of developing six constructs and testing three supply chain management process models relate to identifying the specific aspects of supply chain integration that improves business performance. The three tested models also reveal both direct and mediating effects of integrative practices and supply chain orientation, which contributes to the practical understanding of effective supply chain management implementation.

Supply chains are increasingly incorporating social perspectives into their activities. It is often argued that social initiatives in supply chain management (SCM) are a response to external pressures. However, it is still undetermined whether these initiatives can improve economic performance. Additionally, it is proposed that digital transformation in supply chains, also described as Smart Supply Chain, can support social performance. Therefore, this study aims to analyze the association between digital transformation, social performance in SCM and economic performance.

The study is based on a survey of 473 companies in Brazil, a country where social needs create high pressures on companies to respond to the country’s challenges. The data collected underwent testing using ordinary least squares regression and bootstrapping techniques to examine the mediation effects between Smart Supply Chain, social performance and economic performance.

The findings indicate that digital transformation supports social performance. Additionally, adopting social initiatives helps to increase firm performance in the context of an emerging economy, while social initiatives mediate between digital transformation and firm performance.

This paper provides a new perspective on the social side of supply chains by demonstrating the close relationship between digital transformation and social engagement initiatives. It argues that aligning digital transformation strategies and technologies with social performance is crucial for companies to establish stronger connections with stakeholders.

This study aims to introduce a multilevel micro-foundational perspective on supply chain (SC) ambidexterity, grounded in organizational learning and adaptation research. It investigates the interplay of contextual factors, strategic orientation and a bundle of supply chain management practices to foster ambidextrous performance.

Leveraging a blend of perceptual and objective data and measures, this study explores the intricacies of macro and micro factors at multiple levels, offering empirical support for the research framework. The interrelationships among these factors are scrutinized through three analytical approaches: selection, interaction and system forms of interdependence analysis.

First, the authors offer empirical support for their conceptual model, illustrating that ambidexterity behavior and outcomes in the SC emanate from intricate interactions between macro and micro factors across various levels. Second, the authors present robust empirical evidence endorsing a system/gestalt form of interdependence analysis in capturing SC ambidexterity and performance. This analytical approach effectively captures the complementarity and contradictory interdependence among the opposing poles of efficiency and responsiveness.

The organizational and SC activity configuration faces numerous paradoxical tensions, such as profitability versus sustainability. This study offers valuable insights into establishing an ambidextrous system capable of navigating and addressing these paradoxical situations.

This study aims to synthesize and analyze research on the Supply Chain Management Practices (SCMPs)-performance nexus, examine current knowledge, identify emerging trends, and provide plausible suggestions for future research engagements in the manufacturing sector in the context of Developing and Emerging Economies (DEEs).

Following a systematic review approach, this study analyzed 20 peer-reviewed scientific journal articles published between 2007 and 2021. The study sample was systematically selected from the Web of Science (WoS) and Google Scholar databases, following strict evaluation and selection criteria.

Numerous dimensions of SCMPs have been considered in the extant literature; however, six have stood out as the most common. In addition, operational performance stood out as the most widely investigated measure in the SCM literature. Moreover, SCMPs have predominantly shown positive effects on performance outcomes. Methodological issues that future studies should consider are suggested.

The sample size was not sufficiently large relative to the rule of thumb set in the literature because of the scarcity of studies in the manufacturing sector in the DEEs context. Despite these limitations, the results of this study provide crucial insights into knowledge and practice.

This review is the first of its kind to examine the SCMPs-performance nexus in the context of DEEs. Based on the findings of this study, future research directions are proposed.

This article aims to comprehensively review the measurement and management of supply chain performance (SCP) and strategic performance (SP). It strives to identify integrable features regarding frameworks, measurement approaches, practices and emerging research issues in these areas to integrate SCP and SP for measuring and managing performance. It intends to develop a dynamic-integrated-performance-system by incorporating integrable aspects of SCP and SP to link these domains for organizational performance improvement.

Using systematic-literature-review, this study analyzes 154 articles published in selected peer-reviewed international journals from 2000 to 2023 regarding SCP and SP. It assesses existing knowledge regarding research-design followed, challenging areas and imperatives in these critical business domains to investigate the prior conceptual, empirical, case study-based and literature-review-based articles.

The study identifies integrable features regarding key theoretical and measurement frameworks, critical objectives, significant measures, effective practices for measuring and managing SCP and SP and emerging research issues common to these areas. The findings help develop a dynamic-integrated-performance-system that uses the theoretical lenses of resource-based-view/dynamic-capability-theory and adopts a comprehensive framework like DBSC (system-dynamic-model with BSC perspectives). It incorporates identified integrable measures and best practices to monitor, measure, manage and improve organizational performance for sustainable competitive advantage. The article reveals that earlier studies have overlooked analyzing SCP and SP integration aspects.

From the theoretical viewpoint, the present SLR is unique in three ways: first, in investigating both the measurement and management of SCP and SP holistically; second, in identifying integrative features of these two; and third, in proposing a DIPS to link SCP and SP for performance improvement. The study reveals that existing literature has focused on measuring and managing SCP and SP in isolation without attempting a comprehensive and unified approach to integrate the respective domains. The present SLR adopts a holistic approach to link SCP and SP from SCM and strategic-management perspectives. The study proposes a dynamic-integrated-performance-system to measure, manage and improve performance in a unified method.

This study provides SC and strategy practitioners with an understanding of strategy-performance pathways for achieving strategic objectives and executing risk mitigation initiatives to counter disruptions. It enables SC managers to comprehend SC practices and SCP leading to dynamic SC capabilities development. Operationalizing the proposed DIPS will help firms link SCP and SP, align operational SC practices with strategic sustainability and circularity objectives and meet sustainable development goals while benefiting social and environmental stakeholders.

Assessing relationships and identifying a unified approach integrating SCP with SP have not been addressed earlier. This study's uniqueness is finding integrable features of SCP and SP and constructing a dynamic-integrated-performance-system to link these domains for achieving strategic competitiveness.

This systematic literature review (SLR) aims to critically analyze the current academic research on the adoption of artificial intelligence (AI) in supply chain management (SCM) and develop a theoretical framework and future research agenda.

Through a comprehensive review of 68 relevant papers, this study synthesizes the findings to identify key themes based on extended technology-organization-environment (TOE) theory.

This study analyzes AI integration in SCM based on the TOE framework, identifying drivers (technological, organizational, environmental and human), barriers (technical, organizational, economic and human) and outcomes (operational, environmental, social and economic) of AI adoption. It emphasizes AI's potential in improving SCM practices like resilience, process improvement and sustainable operations, contributing to better decision-making, efficiency and sustainable practices. The study also provided a novel framework that offers insights for strategic AI integration in SCM, aiding policymakers and managers in understanding and leveraging AI's multifaceted impact.

The originality of the study lies in the development of a theoretical framework that not only elucidates the drivers and barriers of AI in SCM but also maps the operational, financial, environmental and social outcomes of AI-enabled practices. This framework serves as a novel tool for policymakers and managers, offering specific, actionable insights for the strategic integration of AI in supply chains (SCs). Furthermore, the study's value is underscored by its potential to guide policy formulation and managerial decision-making, with a focus on optimizing SC efficiency, sustainability and resilience through AI adoption.

The authors mobilise stewardship theory, which delves into trust and collaboration dynamics, advocating for long-term gains through actions beneficial to the broader community. Used as a fundamental framework to conceptualise the model, stewardship theory enhances the understanding of the effect of purchasing social responsibility (PSR) practices to foster innovativeness and performance through the supply chain (SC). This study aims to examine the relationship between PSR, SC innovativeness (SC-INNO) and SC operational performance (SCOP). In addition, the moderating effect of sustainability labels on these relationships will be studied.

Based on survey data from 177 organisations analysed through partial least square structural equation modelling, the results suggest that PSR has a positive and significant effect on SC-INNO and SCOP. In addition, SC-INNO plays a partial mediation role since the direct effect between PSR and SCOP is validated. Furthermore, the moderating effects of holding a sustainability label and industry type about PSR and SCOP are supported.

The results indicate a significant positive influence of PSR on both SC-INNO and operational performance. SC-INNO is found to partially mediate the PSR–SCOP relationship. Moreover, sustainability labels and industry type significantly moderate the effects of PSR on SCOP.

The findings extend stewardship theory into the sustainable purchasing and supply management field by providing empirical support for PSR as a reflection of stewardship behaviours by fostering innovation and performance throughout the SC.

This study aimed to examine how knowledge sharing, knowledge management, supply chain efficiency and integration collectively impacted firm performance. Additionally, it investigated the moderating influence of reverse logistics on these relationships, seeking to enhance understanding of the complex dynamics within organizations.

A comprehensive method was used in the research design, combining a thorough evaluation of the body of literature with organized questionnaire data collection. Random sampling was used to collect data from Pakistani manufacturing companies, and PLS-SEM was used to analyze the collected data.

The findings demonstrated the strong positive relationships between knowledge management, integration, supply chain effectiveness, and information sharing and business performance. The study also showed that reverse logistics improved and moderated these correlations, highlighting the significance of managing reverse logistics well for the best possible company performance.

In terms of practical implications, the study offered organizations looking to improve performance useful information. Making informed strategic decisions was made possible by realizing the benefits of knowledge management, integration, supply chain efficiency, and sharing. The relevance of using successful tactics to maximize company outcomes was highlighted by highlighting the moderating effects of reverse logistics.

By thoroughly analyzing the connections between knowledge management, supply chain effectiveness, integration, and firm performance—while taking into account the moderating influence of reverse logistics—this study enhanced the body of existing literature. The discoveries significantly added value to this research topic by enhancing our understanding of how these elements collectively influence business performance, especially in the sometimes disregarded field of reverse logistics.

Supply chain (SC) professionals are increasingly working alongside business partners of diverse backgrounds, which has been argued to engender both innovation and creativity but also found as potentially detrimental to SC relationships and performance. To reconcile these views, this study explores two mechanisms – supplementary (similarity) and complementary fits – at the surface (observable traits) and deep (unobservable characteristics) levels and their impact on a focal firm representative’s perception of a SC partner’s trustworthiness.

Model was tested using survey data from 285 managers involved in interorganizational SC relationships.

Results indicate that a focal firm representative’s perception of supplementary and complementary fits with a SC partner positively impacts their perception of the partner’s trustworthiness. However, the effects of similarity at both surface and deep levels and complementarity weaken each other.

Understanding the mechanisms of diversity in SC relationships is crucial for fostering trustworthiness and achieving organizational objectives. Firms should evaluate both supplementary and complementary fits when hiring or assigning roles. Embracing a complementary fit not only promotes diversity but also mitigates the negative impact of similarity bias, ultimately strengthening trustworthiness within the organization's SC ecosystem.

By simultaneously examining individual and combined effects of two unique mechanisms of supplementarity and complementarity at the surface and deep levels, this study sheds light on inconsistent findings of the effects of diversity in the SCM literature.