Exploring the role of ambidexterity and coopetition in designing resilient fashion supply chains: a multi-evidence-based approach

Effect of integration capabilities with channel distributors on supply chain agility in emerging markets: an institution-based view perspective

Purpose

With emerging markets representing great growth opportunities and serving as indispensable components in the global supply chain, it is unclear how well modern supply chain management theories developed in advanced markets apply to emerging markets. This study integrates the institution-based view with supply chain management literature to examine how integration capabilities can be leveraged to achieve supply chain agility in emerging markets and how the efficacy of integration capabilities is shaped by internal and external institutional contexts.

Design/methodology/approach

This study examines how firms in emerging markets can leverage their platform integration and knowledge integration capabilities with channel distributors to improve the supply chain agility and how such relationships are shaped by both the internal (proxy by ownership structure) and external (proxy by regional openness) institutional contexts in which firms operate. Survey and archival data collected from 207 firms operating in China, one of the largest emerging markets, were used to test the proposed research model.

Findings

The results reveal that platform integration and knowledge integration are two driving forces for supply chain agility in the emerging markets. Moreover, the results indicate that state-owned firms are able to achieve higher supply chain agility from their investments in knowledge integration with channel distributors than non-state-owned firms. While firms in regions with a high level of openness enjoy higher supply chain agility from knowledge integration, firms in regions with a low level of openness can catch up by investing in platform integration with their channel distributors.

Originality/value

The authors extend the extant study on supply chain integration (SCI) research to examine how operational and strategic integration with channel distributors can help the focal firm achieve supply chain agility in emerging markets. The study results also enrich the existing studies in emerging markets by revealing the importance of the institutional context in which firms operate on B2B channel management.

Flexible Green Supply Chain Management in Emerging Economies: A Systematic Literature Review

The purpose of this research is to synthesize the fragmented extant knowledge on flexible and green supply chain management (FGSCM) in the context of emerging economies and to unearth research gaps to motivate future research. We adopted a novel structured systematic literature review by triangulating a systematic literature review, text mining, and network analysis. Institutional theory and contingency theory were employed to analyze the results of the review. The results show that, firstly, research on FGSCM in emerging economies, despite its importance, is immature compared to general FGSCM literature. Second, the specificities of strategies and practices that distinguish this topic in emerging economies are discussed and the drivers and barriers are identified with respect to sources of institutional pressure. Third, a research framework for FGSCM in emerging economies is developed and 12 gaps for future research are identified. This study has exclusively developed a research framework for FGSCM in an emerging economy which has received the least consideration in the literature and practice. The framework was developed to synthesize the existing literature and to identify the research gaps to inspire future research.

Relational resources for innovation ambidexterity within coopetitive relationships: the contingent role of managerial ambidexterity

Purpose

While the performance benefits of relational resources and managerial ambidexterity have been widely discussed in coopetition literature, there is only limited evidence that illustrates the underlying relationships between these relational resources and managerial ambidexterity. Against this background, this paper aims to investigate how managerial ambidexterity moderates the innovation ambidexterity effects of relational resources (i.e. reciprocal investments and complementary resources).

Design/methodology/approach

This study forwards various hypotheses that are grounded within the theoretical tenets of the relational view and the dynamic capabilities perspective. To test the hypotheses, this study uses survey data provided by 313 firms that pursue horizontal coopetition relationships.

Findings

The research findings offer important insights in that while reciprocal investments lead to innovation ambidexterity, complementary resources do not result in such benefits. Additionally, managerial ambidexterity complements the relational resources to develop innovation ambidexterity if and only if both managerial exploration and exploitation are applied simultaneously.

Originality/value

As opposed to widely-held beliefs, this study finds that firms' use of complementary resources is not likely to lead to innovation ambidexterity even though such resources can help in developing strong relationships. In addition, although often overlooked, managerial ambidexterity plays a vital role in transforming relational resources into useful innovations for firms involved in coopetition relationships. It is crucial for firms that their managers balance their ambidextrous activities of exploration and exploitation so as to develop innovation ambidexterity.

Using blockchain technology to drive operational excellence in perishable food supply chains during outbreaks

Purpose

This paper aims to explore the potential of blockchain technology (BT) to support the operational excellence in perishable food supply chain (PFSC) during outbreaks, by doing use-case analysis.

Design/methodology/approach

A systematic literature review is performed to determine the dimensions of operational excellence in the food supply chain (FSC), then a single use-case analysis is conducted to explore the potential of blockchain in order to achieve operational excellence for PFSC during the pandemics by applying context, interventions, mechanism and outcomes (CIMO) logic.

Findings

The findings of this study reveal that blockchain capabilities such as immutability and transparency, visibility, traceability, integration and interoperability, disintermediation and decentralisation, smart contracts and consensus mechanism provide better sustainable operational excellence outcomes for PFSCs to be more responsive, flexible, efficient and collaborative to cope with the impacts of COVID-19.

Research limitations/implications

This research employs only one real case with multiple PFSC participants. Statistical generalisation is not possible at this stage of the research. However, the findings are not restricted to this single use-case.

Practical implications

This study provides a research direction to explore the potential of BT to achieve operational excellence in the PFSC during outbreaks and generates prescriptive knowledge for better managerial decision-making across the PFSC during outbreaks.

Originality/value

This research conducts semi-structured interviews with different participants in one blockchain ecosystem to understand multiple participants' perspectives of operational excellence within PFSC.

The coordination effect of B2B digital process capabilities on competitive performance: balancing or complementing

Purpose

The purpose of this paper is to investigate the consequences of two strategies of coordinating the online procurement capability and the online channel management capability on competitive performance.

Design/methodology/approach

A research model is presented to examine the performance impacts of these two coordination strategies, namely the balancing strategy (achieving a close match relationship) and the complementing strategy (maintaining the synergy effect), and tested using firm-level data collected from 196 manufacturing firms in China. Garen's two-stage econometric technique was used to identify the impacts of two coordination strategies on competitive performance.

Findings

Our study discusses and compares two different coordination strategies of mitigating the operational tensions across processes and deploying resource configurations for improving competitive performance. Our results show that while the balancing strategy can mitigate the risks resulted, the complementing strategy does not create synergistic effects on the focal firms' competitive performance.

Originality/value

The results extend our understanding of the nature of B2B digital process coordination both in IS management and supply chain operations.

The synergistic effect of ego-network stability and whole network position: a perspective of transnational coopetition network

Purpose

The authors selected global automobile manufacturing firms whose sales ranked within 100 in the five years from 2014 to 2018 in the Factiva database to examine how the characteristics of a firm's whole network and ego-network in a transnational coopetition network influence network performance.

Design/methodology/approach

The authors analyzed the public news of the sample firms about the coopetition by structural content analysis to build the coopetition networks and access to data on the competitive actions of firms. Then, to measure the variables associated with the coopetition network, such as the structural hole, centrality and ego-network stability, the authors use UCINET 6 that is a widely used piece of software for social network analysis to establishing five undirected binary adjacency matrices.

Findings

The authors find that a firm's competitive aggressiveness mediates the relationship between a firm's whole network position and network performance that emphasizes the need for integrating competitive dynamics research and coopetition research and shows how valuable insights can be gained through such integration. And the interaction of structural hole and centrality impacts competitive aggressiveness and network performance, and the interaction is different under high and low ego-network stability. The integration of whole network and ego-network literature studies provides new insights into firm network literature.

Practical implications

In the process of cooperation, firms should consider whether they can occupy the structural hole and center as important indicators for partner selection. Too stable relationship will prevent firms from obtaining new resources. Firms should weigh the period of cooperation according to specific situation.

Originality/value

These results indicate that ego-network stability, as an important complementary characteristic of coopetition network, has a significant synergistic effect with structural holes and centrality on competitive aggressiveness and network performance. And these findings expand the current literature on the relationship between characteristics of network, competitive aggressiveness and network performance.