No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
Examining the Effects of Industry 4.0 Adoption, Information Acquisition Capability, and Organizational Ambidexterity on Innovation and Circular Economy Performance
Abstract
Regulatory authorities are putting a lot of pressure on manufacturers to devise strategies to boost their contribution to the circular economy. The limited comprehension surrounding the complex interplay that exists between the deployment of Industry 4.0 (I4.0) strategies, the capability to acquire information, and the ability to balance exploration and exploitation activities within an organization acts as a barrier for manufacturers to attain the optimal levels of organizational performance. As a result, the purpose of the current investigation is to investigate the strategic execution of I4.0 on manufacturers' information acquisition capability in order to foster the ambidexterity required to flourish in the innovation‐driven high‐performance ecosystem for attaining circular economy performance. In this study, data from a cross‐sectional survey that included responses from a sample of 238 Indian manufacturers were assessed using structural equation modeling. According to the results, I4.0 technologies assist organizations in strengthening their exploitative and explorative capabilities, allowing them to achieve success in innovation, which is directly related to their performance in circular economy activities. Unexpectedly, the association between an organization's information acquisition capability and its innovation performance is not substantial, but it is completely mediated by both exploitative and explorative capabilities, which are characterized as organizational ambidexterity.
ResearchGate has not been able to resolve any citations for this publication.
The study explores the influence of contextual factors surrounding production planning and green strategic investment decision‐making practices (GSIDMP) in UK companies. We utilize a mixed‐method approach as a research methodology to study the current trend of production planning and GSIDMP. This study's conceptual model is rooted conspicuously in the resource‐based theory (RBT), natural‐resource‐based view, and dynamic capabilities. We empirically examine the nexus among GSIDMP, technological innovation, dynamic capability, and companies' performance. Our study was based on a sample selected from UK‐listed companies, FTSE ALL‐Share Index for the period (2012–2021). Also, the study utilizes data from the UK Innovation Survey (2018–2020) and corporate disclosure through companies' annual reports as a complementary approach for data collection. Findings of this study explore the interdependencies among company dynamic capability, advanced technological innovation and governance mechanisms, and their mediation influence on the nexus between GSIDMP and companies' performance. This study sheds lights on current business innovation strategies. Findings reveal how current practices of production planning and GSIDM in large UK companies shaped by boardrooms absorptive and adaptive capabilities, knowledge‐generating and knowledge‐collaboration capabilities, technological adoption, and corporate governance mechanisms. This study offers insight regarding boardrooms proactive engagement in exploration and exploitation activities to strengthen ambidexterity through various innovation trajectories associated with green production and GSIDMP towards sustainability. We provide managerial implications for decision‐makers, regulators, investors, scholars, and other stakeholders.
Previous empirical studies have highlighted the importance of the institutional framework in fostering a transition towards the circular economy (CE). Adopting a dynamic approach, which merges three Flash Eurobarometer surveys conducted in 2015, 2017 and 2021 into a single dataset, we observe the evolution in the factors determining the adoption of CE practices. Firstly, using factor analysis, our results indicate two groups of institutional drivers: knowledge and environmental spillovers. Secondly, applying a multivariate probit model, we observe that both spillovers have a positive effect on the adoption of the CE. Finally, we find that the effect of knowledge spillovers remains relatively constant, while that of environmental spillovers tends to increase. This suggests that firms are increasingly benefiting from the adoption of circular practices by their peers. Policymakers should take into account that a more intense knowledge spillovers and a stronger institutional framework will increase the likelihood of European small‐ and medium‐sized enterprises (SMEs) adopting CE practices.
This study explores the interplay linking Lean Six Sigma (LSS), the Circular Economy (CE) and Industry 4.0 technologies (I4.0T), and their impact alone or combined, on sustainable organizational performance (SOP) within manufacturing firms. Using the existing literature, six hypotheses are identified and then analyzed following the Structural Equation Modeling method with SmartPLS software. A survey was designed and administrated in the Moroccan context. Based on the results, it was found that LSS, CE and I4.0T have a positive effect on SOP. Moreover, I4.0T significantly impacts both LSS and SOP. However, I4.0T had no significant effect on CE. Furthermore, the results show that LSS has a positive mediation role as a driver for the successful implementation of I4.0T within the SOP. This study will enable manufacturing professionals to understand the determinants of sustainable performance helping them to define their future business strategies. Also, it sets the benchmark for companies looking to achieve sustainable objectives by integrating I4.0 technologies into CE practices and the LSS approach. This study is a first attempt to examine the link between LSS, CE and I4.0 to achieve high triple bottom line gains (environmental, social and economic) within companies considering Morocco, an emerging economy.
Automakers' transition from a linear economy to a circular economy (CE) in response to sustainable development‐oriented regulatory and competitive pressures is a challenging process that requires innovative, practical technologies. However, Industry 4.0 (I4.0) technologies are an important part of the transition to CE for environmentally friendly companies. In this study, we examine whether regulatory pressure (RP) and competitive pressure (CP) toward sustainability motivate firms to implement I4.0 technologies for CE, along with the mediating effects of environmental orientation (EO). PLS‐SEM via SmartPLS software was used to analyze data from 230 managers in the automotive and auto component manufacturing industries in India. The findings of this study showed that RP and CP positively influence I4.0 adoption, which impacts CE capability. Furthermore, EO partially mediates the relationship between RP and CP with I4.0 technologies. As a practical implementation of this study, to transition to CE and contribute to sustainable development, managers need to deal effectively with RP and CP. Several implications for theory and practice are discussed at the end of the study.
Implementing the circular economy (CE) through the design of a restorative industrial system is a major challenge. This study investigates the capabilities that underpin the circular competitive advantages of firms in the textile and clothing industry in Italy, which is one of the country's most polluting sectors. We have developed a framework of dynamic capabilities needed for circular transition, using the theoretical lenses of a natural‐resource‐based view. Using a multiple‐case study, the strategies of pollution prevention, product stewardship, and sustainable development and the associated capabilities of sensing, seizing, and reconfiguring are investigated. Internal practices, the role of the downstream actors in the supply chain, co‐creation dynamics with external actors, and the social potential of the CE emerge as key factors. Managers may also benefit from our recommendations aimed at increasing the environmental performance of their firms and scaling up their born‐circular businesses.
The business world is becoming increasingly complex, disrupted, and uncertain. As Industry 4.0 (I4.0) takes shape, to endure this change and focus on growth, industries must learn to embrace change and move quickly; this is particularly so for the automotive industry, which is a major sector of any economy. Agility is needed to embrace this change and promote sustainability across every industry. To face these contingencies, it is essential to identify and understand the strategies that can aid industries in sustaining real‐time scenarios. In this paper, we aim to assess the agility indicators that bring resilience to the inclusion of I4.0 and sustainability in the automotive sector. The unexpected changes in the environment related to sustainability and technological disruptions of I4.0 require the identification of sustainable agile mitigation strategies to manage such situations. The fuzzy Delphi methodology assesses agility indicators based on a questionnaire for prioritization. Further, the fuzzy technique for order performance by similarity to ideal solution (TOPSIS) is utilized to prioritize these agility indicators with the agility strategies that manufacturing industries can deploy to enhance the sustainability of their operations. The fuzzy extension to the methodologies helps in incorporating vagueness and ambiguity in the decision‐making process. A fuzzy approach to prioritizing agile strategies as the industries are changing is helpful. The decision makers have only a few clear ideas about how best to integrate them. Among the agile strategies, “resilience,” “technological capabilities,” and “customer‐centric innovation” are the top strategies. By executing the strategies suggested in the study and understanding the agility indicators, practitioners can ensure resilience in the work systems and minimize the impact of the disruptions caused by the industrial revolution. Thus, this research has been underpinned by the organizational change theory and discusses all mitigation strategies concerning the rapid changes organizations are facing with the fourth industrial revolution.
Drawing on dynamic capabilities and the resource-based view, we propose a conceptual model that encompasses big data analytics capabilities (BDAC), digital platform capabilities and network capabilities, supply chain innovation, and firm performance. We use the structural equation modeling to empirically validate this model on the time-lagged data of 221 micro, small, and medium enterprises (MSMEs) in the manufacturing sectors. The empirical results of our data analysis showed that BDAC significantly improved platform and networking capabilities. BDAC also improved supply chain innovation and thus financial performance. Our data indicated that networking capabilities mediated the relationships of both (a) BDAC-supply chain innovation and (b) BDAC-financial performance. Meanwhile, digital platforms mediated only the BDAC-supply chain innovation relationship. The outcomes of sequential mediation confirmed the role of both digital platform and network capabilities and supply chain innovation in the BDAC-firm performance link. Our results provide theoretical implications to operations management and offer practical insights for managers working in manufacturing MSMEs.
Entering the challenging and promising knowledge era, it is clear that enterprises should leverage knowledge management activities in improving innovation performance to maintain competitive advantages. This study sheds light on the improvement path of innovation ambidexterity (i.e., exploratory and exploitative innovation) from the perspectives of knowledge redundancy and typical leadership style. It is noted that we determined the research theme through quantitative analysis and conducted qualitative analysis through 209 questionnaire data collected from respondents in different regions and industries in China. The empirical results indicated that knowledge redundancy significantly improves exploratory and exploitative innovation, and transactional leadership negatively moderates the above relationships. This study is of managerial implications to encourage employees to fully master and apply the existing knowledge to strengthen their innovation abilities in value creation. We also contribute to the theories pertaining to knowledge management, innovation, and ambidexterity by providing a deeper understanding of the influencing mechanism of knowledge redundancy in innovation ambidexterity while elaborating on the indirect effects of transactional leadership.
Purpose
This paper aims to examine the relationships between macro-, meso- and micro-level contextual factors that enable or inhibit the contribution of product service systems (PSS) to circularity. It is informed by the natural resource-based view (NRBV) and the multi-level perspective as theoretical lenses.
Design/methodology/approach
A theory elaboration approach is used through three in-depth case studies of UK and German manufacturers. Case studies provide use- and result-oriented PSS for personal computers, power tools and wind turbines. Multiple sources of evidence, including 20 semi-structured interviews, company documents and quantitative data, are triangulated to improve the validity of the results.
Findings
Empirical evidence for relationships between macro-, meso- and micro-level contextual factors show significant barriers to the extending and cycling of resource loops, primarily through maintenance, repairs and refurbishment. A firm’s environmental awareness has a determining role in the contribution of PSS to circularity. The evidence from two use-oriented PSS reveals different circularity maturity levels.
Originality/value
This research makes three key contributions. Firstly, it elaborates on NRBV by showing that a firm’s environmental awareness determines product stewardship. The type of product stewardship practices depends on the enabling and inhibiting effects of macro- and meso-level factors. Secondly, it shows that use-oriented PSS have different circularity profiles and proposes three circularity maturity levels. Finally, it provides an empirically validated framework of macro-, meso- and micro-level enablers and barriers and how they interact to enable or inhibit circularity in PSS.
A research stream identifying aftermarket and legacy parts suitable for additive manufacturing (AM) has emerged in recent years. However, existing research reveals no golden standard for identifying suitable part candidates for AM and mainly combines preexisting methods that lack conceptual underpinnings. As a result, the identification approaches are not adjusted to organizations and are not completely operationalizable. Our first contribution is to investigate and map the existing literature from the perspective of knowledge management (KM). The second contribution is to develop and empirically investigate a combined part-identification approach in a defense sector case study. The part identification entailed an analytical hierarchy process (AHP), semi-structured interviews, and workshops. In the first run, we screened 35,000 existing aftermarket and legacy parts. Similar to previous research, the approach was not in sync with the organization. However, in contrast to previous research, we infuse part identification with KM theory by developing and testing a “Phase 0” assessment that ensures an operational fit between the approach and the organization. We tested Phase 0 and the knowledge management-based approach in a second run, which is the main contribution of this study. This paper contributes empirical research that moves beyond previous research by demonstrating how to overcome the present challenges of part identification and outlines how knowledge management-based part identification integrates with current operations and supply chains. The paper suggests avenues for future research related to AM; however, it also concerns Industry 4.0, lean improvement, and beyond, particularly from the perspective of KM.
Circular economy (CE) and Industry 4.0 are recent business buzzwords that help organizations to maintain a circular flow and optimize the use of resources with technological supports to improve sustainability practice. Transition towards CE and Industry 4.0 is promising and yet challenging. As such, the aim of this research is to investigate how to integrate CE and Industry 4.0 in sustainable supply chain management (SSCM) in order to improve operational efficiency and sustainability performance. This study provides an analysis of the dynamic changes of drivers and barriers when integrating CE and Industry 4.0 and their related applications in operations and SCM through a systematic review of literature. From the results, a theoretical framework was derived for future research development. ARTICLE HISTORY
Integrating circular economy (CE) principles into supply chain management (SCM) plays a key role in accelerating the transition to CE and realising its sustainability potential. This integration has recently attracted increased attention and emerged formally as circular SCM (CSCM). As with other business practices, economic feasibility is a major deciding factor with regard to CSCM adoption. Therefore, understanding whether, how and when firms can benefit from CSCM is of paramount importance for theory, practice and policy. However, the relationship between CSCM and firm performance and the underlying mechanisms and boundary conditions that could explain this relationship have received limited empirical attention. Drawing on multiple theoretical perspectives, this study examines the mediating role of employees' organisational identification in the relationship between CSCM and firm's operational performance and the moderating effect of employees' pro-environmental attitude on this role. To achieve this, a multi-respondent cross-sectional research design was used in which data from managers and employees of 163 Jordan-based manufacturing firms was obtained using two separately administrated surveys. The results reveal that CSCM has a positive impact on firm's operational performance. CSCM was also found to indirectly improve firm's operational performance through enhancing employees' organisational identification. Further, the results indicated that, unexpectedly, employees' pro-environmental attitude does not amplify the positive relationship between CSCM and their organisational identification, or indeed the mediating effect of employees' organisational identification in the nexus between CSCM and firm's operational performance. These results have important implications for advancing the theory and practice of the CE.
The study delves into the concept of Circular economy target (CET) performance in the context of Green Open Innovation (GOI) to understand the role of Big Data Management (BDM) and Sustainable Supply Chain Practices (SSCP), including Knowledge Management (KM). The authors developed a self-administered survey for 294 participants from the cement, electronics, tyres, rubber, and energy sectors. These industries are relevant for their environmental impacts and sustainability challenges. The study's empirical findings emphasize the positive association between BDM with BDC and KM. Further, it positively associates with SSCP and CET, especially in the context of GOI. GOI was also observed as a moderating variable in the relationships between BDC-SSCP and KM-SSCP. The conceptual framework elucidates the interaction between BDC, Knowledge Capabilities, and SSCP. It underscores the collective synergy of these components in achieving CET. This is in the frame of GOI, which intertwines the value chain between territorial actors such as companies, universities, and research institutes that exploit and convert big data into knowledge to get new forms of sustainable innovations.
This study aims to contribute to expanding international academic interest in enhancing the business, ecological, and social aspects of Industry 4.0. Specifically, the objectives of this study are twofold: (1) to assess the suitability of Industry 4.0 technologies for the triple bottom lines at the product level, and (2) to evaluate these technologies based on product sustainability criteria. Therefore, this study develops a novel Fuzzy Ortho-triplet interval-valued approach for securitizing technologies. To conduct a comprehensive evaluation, this study examines the perspectives of professional technologists holding significant positions as internal and external stakeholders in addressing technological matters within various organizations. The survey results revealed the extent to which nine key technologies could contribute to sustainability at the product level. The results showed that augmented VR has significant potential for advancing social sustainability at the manufacturing level. Similarly, big data analysis exhibits promising results for environmentally and economically sustainable practices at the product level. Policymakers interested in knowing about technologies and how they can be used to make sustainable products would benefit from this kind of assessment, which is essential for sustainable development.
Business-to-business (B2B) firms are striving to sustain market growth and share in dynamic marketing environment with an increasing need to protect natural resources in era of sustainability and industry 4.0. Although many firms have adapted industry 4.0 technologies, circular economy and sustainability practices in their business activities, but to sustain market growth is still a challenge. They need dynamic capabilities to face the current dynamic market instead of just resources and their capabilities. This study empirically examines whether Industry 4.0-enabled dynamic marketing capabilities and sustainable human resource management (SHRM) can enable firms to implement circular product design strategies and further improve market performance. The proposed framework is based on a dynamic capability view (DCV) and tested by structural equation modeling using survey data from 424 Indian B2B manufacturing firms. The findings show that SHRM promotes Industry 4.0-enabled dynamic marketing capabilities (IDMC); IDMC and SHRM both support implementation of circular product design strategies. Circular product design is supposed to facilitate IDMC to expand market performance. But, IDMC alone is also enough to significantly enhance market performance, despite the combined positive effect of circular product design and SHRM on market performance. These findings contribute to better understanding on what type of dynamic capabilities of organizational resources should be developed and utilized to improve market performance. The study helps firms to develop dynamic marketing capabilities such as circular product design strategies, SHRM and IDMC for helping them in improving market performance while also growing sustainably.
This study employs dynamic capability view theory to comprehend the interplay between big data analytics capability (BDAC), responsible research and innovation (RRI), and circular economy practices (CEPs) as an execution strategy for improving environmental performance. The study uses partial least square structural equation modelling to analyse primary survey data collected from 326 manufacturers. The results indicate that BDAC, RRI and CEPs favourably affect environmental performance. Notably, RRI emerges as the most influential factor among the three. Furthermore, the findings suggest that implementing CEPs serves as a partial mediator for the influence of BDAC and RRI on environmental performance. Surprisingly, the study finds that the moderating impact of resource commitment is not statistically significant in any of the three pairwise interactions involving BDAC, RRI, and CEPs with respect to environmental performance. The results have various intriguing implications for how manufacturers can enhance their circular economy strategies to achieve better environmental performance, representing a noteworthy contribution to the foundational theory of the dynamic capability view. Finally, these findings also provide valuable insights to managers, enabling a deeper understanding of the determinants that contribute to deploying CEPs and improving environmental performance within a manufacturing setting.
Developing circular economy capability has emerged as an effective response to environmental pressures on firms. The proliferation of digital technology has created uncertainty in developing corporate circular economy capability. Although research has begun to focus on the impact of digital technology application on corporate circular economy capability, empirical evidence remains absent. Simultaneously, few studies have concerned corporate circular economy capability obtained from supply chain management. The answer to the correlation between digital technology application, supply chain management, and circular economy capability is unavailable in current research. Based on a dynamic capability view, we investigate how digital technology application affects corporate circular economy capability through supply chain management regarding supply chain risk management, collaboration, and integration. This underlying mechanism was verified with 486 Chinese-listed industrial firms and the mediating model. The findings demonstrate that digital technology application and supply chain management significantly affect corporate circular economy capability. The mediating channel whereby the digital technology application provides circular economy capability can facilitate the positive impact of supply chain risk management and collaboration while undermining the adverse effects of supply chain integration. These mediating channels differentiate in heterogeneous growth firms and are more pronounced in low-growth groups. It presents an opportunity to use digital technology to reinforce the positive impact of supply chain risk management and collaboration and mitigate the negative effect of supply chain integration on circular economy capability.
An emerging information communication technology (ICT) triggers circular supply chain management (CSCM), there is still much to be addressed effectively, especially at the microlevel of CSCM. The purpose of this article is to build an integrated model for ICT team exploratory and exploitative innovation in the lens of CSCM and circular economy context. Our analysis was supported by 124 industries-ICT teams (368 participants) in Indonesia. We used structural equational model SmartPLS to validate the development model and Sobel approach to confirm the mediation hypothesis. Supply chain manager, ICT department, and industries executive level are suggested to encourage knowledge sharing practices both explicit and tacit knowledge. Firm's supply chain may follow path-goal leaders to promote effectively circular supply chain management. It is also highlighted that exchange ideology as a moderator help leader to understand their team orientation and contribution to knowledge sharing activities and leader's characteristics. We contribute to a microlevel of CSCM context and new understanding of how explicit-tacit knowledge sharing (mediator), exchange ideology (moderator), and leaders support in ICT team exploratory-exploitative innovation, and as new foundation for future studies on cross-CSCM ICT team including encourage more detailed analysis of exchange ideology orientation.
Interaction between humans and robots in the workplace garners interest in recent years due to the introduction of Industry 4.0 and Industry 5.0 frameworks. A scoping review was performed aimed at investigating the effect of robot design features on their human counterparts. In the analysis of the 32 identified articles, the robot design features used in the literature are shown along with the effects on the operators. Results showcased the many to many relationships between robot design features and effects on operators. Robot appearance, for example, and capabilities play a role in the operators’ perception and expectations of their capabilities based on the task and subsequently perceived reliability and safety. Communication capabilities between operators and robots is an integral part for teamwork and performance as it can affect work processes. The paucity of papers empirically addressing human robot interaction as a system is consistent with results from previous literature, indicating the need for more research. The results of this investigation can prove useful in the form of advice to designers and practitioners, such as the operator’s involvement in implementation, knowledge on robots’ capabilities and training. Research gaps identified are discussed, as well as future research directions.
E‐waste generation is rising apace, and it is estimated that e‐waste production could reach 74.7 Mt by 2030. Hence, it is essential to develop tactics and methodologies for the formal management and treatment of e‐waste. The implementation of the concepts of a circular economy (CE) has been perceived as an efficient methodology for the efficacious management of such waste; however, the transition process from the linear economy to CE still involves several barriers. There are only a few studies that have integrated the concept of CE with e‐waste management for sustainability. This study will focus on the UK's household e‐waste management sector to identify and analyze the key barriers that impede the transition of the UK's e‐waste management sector to the CE model. For this purpose, a team of experts was formulated and their expertise was captured using the Decision‐making trial and evaluation laboratory (DEMATEL) methodology. The DEMATEL technique employs critical evaluation principles, measures the weights of the evaluation criteria, and helps in finding the most critical barriers through a visual structural model. The DEMATEL method also categorizes the factors into cause‐and‐effect groups and utilizes a visualization model to simplify the interdependence and intensity of the impacts of the various factors. The results revealed that the “Lack of processing technologies,” “Lack of returns and profits,” “Lack of expert knowledge,” “Lack of effective guidance and standards for the proper collection methods,” and “Lack of proper knowledge” are the most significant barriers obstructing the adoption of CE in the management of e‐waste in the United Kingdom. Thus, the government needs to take strong actions to give financial support in terms of incentives to the stakeholders for effective e‐waste handling.
Prior studies articulate the growing synergy between Industry 4.0 (I4.0) technologies and CE techniques. However, the literature lacks empirical evidence regarding boardrooms' commitment to implementing these technological domains through sustainable strategic investment decision-making practices (SSIDMP). To study this gap, this paper uses computer-aided textual analysis to explore the current trend of SSIDMP in UK companies. Our debate draws on data from UK companies, FTSEE All Share, over the period (2012-2021). We develop proxies for I4.0 technologies and CE techniques to examine the synergy between I4.0 technologies and CE techniques and the influence of this synergy on companies’ financial performance. The findings reveal the vital role the organizational ambidexterity plays in the synergy between I4.0 technologies and CE techniques through exploring and exploiting technological techniques and mechanisms to cope with changing business environment. Our empirical study explores the impact of governance mechanisms on the relationships between SSIDMP, I4.0 technologies, CE techniques, and companies’ financial performance. Findings support that synergy between these two domains is the key determinant of sustainable value creation and sustainable organizational performance. The synergy between I4.0 technologies and CE techniques significantly impacts SSIDMP and companies’ financial performance, though the level of the synergy varies according to industry sectors. Furthermore, our analysis shows that governance mechanisms (ESG, board compositions, risk management, internal audit) strengthen the relationships between these two domains and companies’ performance.
This study investigates the role of knowledge-sharing between supply chain actors in facilitating their adoption of Industry 4.0 technologies, identifying factors that hinder or promote such knowledge-sharing. Drawing on an in-depth single case study, including 19 interviews with a manufacturing firm in the German automotive industry and five of the suppliers and customers in the focal firm’s supply chain, the study identifies the following knowledge-sharing approaches that facilitate the adoption of Industry 4.0: 1) knowledge-sharing through principles; 2) upstream flow of knowledge; 3) strategic positioning; and 4) application-relatedness. These approaches are shown to be influenced both by company-related factors and relational factors. Applying a knowledge-based view of the firm, this study addresses a gap in current research by investigating the role of knowledge-sharing in adopting Industry 4.0 from the perspectives not only of a single focal firm but also of upstream and downstream suppliers and customers in the supply chain. In presenting approaches to knowledge-sharing that promote the implementation of Industry 4.0 based on a firm's existing resources, this study is also of direct relevance to practitioners.
Most traditional industries in China have reached a mature or declining stage, and their core competitiveness has declined compared to developing industries in the recent past. The paper studied the impact-mechanism of “Internet +” and verified its impacts on enterprise innovation performance. The data of 1040 traditional Chinese enterprises from 2011 to 2019 listed on the Shanghai and Shenzhen stock exchange were obtained from their annual reports by text-mining method. The purpose of these enterprises' selection was their present transformation of traditional Chinese enterprises from resource-driven to innovation-driven development strategy. The study employed poison-regression model to investigate the relationship of independent variables with innovation performance of these firms. In addition, we employed bootstrap method for validity of indirect effect. Based on the empirical evidence, we found that the “Internet +” significantly affects the innovation performance of traditional Chinese enterprises by influencing the organization's innovation elements, corporate governance structure, and corporate culture. The results do not change when we apply alternative variables in the model, which shows strong robustness. The findings of this research will help promote the deep integration of the internet in the real economy and promote more effective implementation of the “Internet +” national strategy in traditional enterprises.
With intensifying competition and increasing dependence on external partners, open innovation has been becoming an inevitable and prevalent strategy to achieve long-term competitive advantage. Considerable research has investigated the benefit of open innovation, the mechanism through which open innovation translates into sustainable competitive advantage have yet been well examined. Drawing on the strategy-competence-competitive advantage framework and the knowledge-based view, this study examines the role of ambidextrous organizational learning in mediating the relationship between open innovation and sustainable competitive advantage as well as the moderating role of knowledge management capability. Based on data collected from 269 Chinese high-tech enterprises in 2021, we found that open innovation contributes to sustainable competitive advantage through enhancing organizational learning including both exploratory and exploitative learning as well as their balance. Moreover, knowledge management capability positively moderates the relationships of open innovation to exploration and exploitation as well as their combination. Research and practical implications are discussed.
Manufacturing industries are currently experiencing the fourth industrial revolution with the rapid advancements
in immersive technologies for human–machine interaction (HMI) and flexible manufacturing systems
(FMS). Product variance is limited due to barriers in the knowledge transfer between the stakeholders that
existed in the pre and post-manufacturing phases. Augmented reality (AR) is a promising technology that can
offer a high degree of adaptability and independence to support knowledge transfer at the most crucial
manufacturing stages such as assembly, repair & maintenance. This article is focused on presenting the state of
the art literature on AR technologies in product assembly and disassembly from the Maintenance/Repair
perspective. The working of various modules in AR technology on facilitating a user-friendly guiding platform
and its applications are discussed with suitable illustrations. The critical difficulties, such as tracking and
rendering techniques for estimating human movement and environment experiences are observed to extend the
adaptability of the technology. Future research potential, such as enhancing the virtual interface for reality,
identifying worker behaviours, and enabling sharing and collaboration between multiple streams in an industrial
context are analyzed.
Digital transformation requires the implementation of different technologies that may improve the firms' capability in the collection, combination, processing, and use of business data. To guarantee an adequate combination of these technologies, several maturity models have been proposed in the literature, but only a few papers have investigated the actual implementation paths adopted by firms for digital transformation. In particular, no studies have investigated the implementation paths followed by SMEs, whose limited financial and human resources may prevent the adoption of the roadmaps developed for large firms. In this paper, we analyse the implementation paths for digital transformation adopted by a wide sample of Italian SMEs operating in different sectors. By combining Partial Least Squares Structural Equation Modelling with Necessity Condition Analysis, we clarify the specific enabler and enhancer roles played by different digital technologies. The study sheds further light on the relationship among these technologies and their contribution to the development of SMEs’ information processing capability. In particular, our analysis shows that digital technologies associated with Industry 4.0 can be classified into four hierarchical layers, Sensor, Integration, Intelligence, and Response, that are in charge of the collection, combination, processing and use of organizational data. Our results show that the implementation of these layers is not based on a standalone approach since the lower layers enable and enhance the adoption of the upper layers. The present paper may also offer useful insights to managers and policymakers, interested in improving the digital transformation of SMEs.
Innovative firms must decide whether they should specialize in either exploratory or exploitative R&D or adopt an ambidextrous R&D-strategy (pursue both). This study extends research on exploration/exploitation by explaining how the effects of ambidextrous and specialized R&D-strategies on a focal firm’s performance are influenced by the R&D-strategies adopted by other firms in its industry. Comparing a firm’s R&D-strategy with those of its intra-industry peers enables us to identify how the performance-enhancing advantages of ambidextrous and specialized R&D-strategies change across industries and which R&D-strategy is optimal for the firm. Our framework and longitudinal analysis of 32,526 observations indicate that an R&D-strategy that is similar to that of the rest of the industry decreases firm performance, whereas an R&D-strategy that differs from the industry’s dominant R&D-strategy enhances performance. The study also explains the mechanisms through which certain industry environments reduce the need to be ambidextrous and help specialized firms enhance their performance.
Industry 4.0, or the fourth industrial revolution, is a new paradigm in manufacturing digitalization, which provides various opportunities for enterprises. Industry 4.0 readiness models are worthy methods to aid manufacturing organizations in tracking the development of their businesses and operations. Nevertheless, there are different Industry 4.0 readiness models; no work has yet analyzed Industry 4.0 readiness degree and causal effects relationships using fuzzy cognitive maps. This paper proposes an Industry 4.0 readiness model that consists of readiness requirements obtained from the literature and validated through a mixed-method approach, including literature reviews and questionnaires. To validate the proposed Industry 4.0 readiness model, the exploratory factor analysis and confirmatory factor analysis methods are used. Fuzzy Cognitive Map is utilized to assess readiness, identify relevant concepts to improve readiness degree, implement Industry 4.0, and analyze causal relationships among concepts and dimensions. Through this model and the FCM method, managers can recognize relevant concepts and predict complicated cause-effect relationships among concepts in two states of static and dynamic analyses to increase readiness degree. The paper concludes by emphasizing managerial implications for successful applications in practice as well as future research suggestions on developing the Industry 4.0 readiness model.
On their way toward a circular economy, companies are often unsure how circular solutions will affect their organization. Uncertainties due to a design over multiple life cycles and a complex interconnectedness with diverse stakeholders make circular economy effects difficult to predict. This study contributes new knowledge on the implementation of a circular economy by analyzing the implications of circular solutions for a company's value chain processes. In a systematic literature review, potential implications of a circular economy are structured along Porter's value chain framework and seven overarching main topics are identified. They refer to stakeholder collaboration, consumers' perception, Industry 4.0, performance measurement, multiple life cycle thinking, circular economy-specific skills, and a supportive top management and corporate culture. The analyses show that the linear structure of Porter's framework is not sufficient to reflect circular business practices, requiring changes toward a circular and interconnected view. Therefore, a circular value chain model is newly proposed which adapts the traditional management perspective of a company's operating model to circularity. The study connects insights from management and circular economy research, integrates circularity in managerial thought patterns, and supports strategic decision-making in a circular economy context.
Manufacturing organisations worldwide are embracing Industry 4.0 (I4.0) and its associated technologies, such as the Internet of Things (IoT), Advanced Robotics, Big Data, and Cybersecurity. However, its implementation poses considerable risks for SMEs in emerging economies. Based on a survey of industry experts and business leaders associated with implementing I4.0 in the dynamically evolving economy of India, this paper identifies and prioritises the critical risks linked with implementing I4.0 in SMEs. Empirical results using the Fuzzy-Analytical Hierarchy Process suggest a hierarchy of risks associated with SMEs' transition to I4.0, with financial and technological risks posing the most significant barriers to I4.0 adoption. The novel results presented here can enable strategy development to effectively manage the risks of implementing new technologies in emerging economy contexts.
To contribute to a growing global research interest that has evolved toward augmenting the economic, environmental, and societal values of Industry 4.0 in the manufacturing context, this study is intended to (1) survey the applicability of Industry 4.0 technologies in each of the triple bottom lines at the product level and (2) scrutinize the technologies based on product sustainability criteria using the application of the fuzzy Technique for Order of Preference by Similarity to Ideal Solution. Yet, there is a significant paucity of knowledge and uncertainty about the applicability of these technologies to developing sustainable products, hence providing an opportunity for innovative research. To be a sound assessment, this study investigates the perceptions of professional technologists, who play an important role as both internal and external stakeholders in addressing technological issues within organizations including multinationals. The findings obtained by the survey indicated the applicability level of six major technologies in contributing to product-level sustainability. The findings obtained by the fuzzy-based application revealed that ‘Big Data Analytics’ has the highest performance for developing sustainable products. Such an assessment, which is of critical importance to sustainable development, would be beneficial to policy-and decision-makers seeking to get a better understanding of the technologies and their applicability to sustainable products development.
Purpose
This study examines the relationship between knowledge management (KM) capability and innovation ambidexterity, and their subsequent influence on firm performance. It also investigates whether organizational structure – in terms of connectedness and centralization – helps to develop a suitable context that either hinders or catalyzes the effectiveness of KM capability in predicting innovation ambidexterity.
Design/methodology/approach
Data were collected from 336 manufacturing organizations in Pakistan using a random sampling technique. Partial least square-based structural equation modelling (PLS–SEM) was employed to analyze the data.
Findings
Results reveal that KM capability is positively linked with innovation ambidexterity and firm performance. Innovation ambidexterity positively mediates the link between KM capability and firm performance. Connectedness positively moderates the association between KM capability and innovation ambidexterity. However, centralization negatively moderates the link between KM capability and innovation ambidexterity.
Research limitations/implications
This research offers theoretical insights into when and how KM capability is effective in prompting performance through innovation ambidexterity by creating a suitable context.
Practical implications
The study indicates that innovation may develop in an ambidextrous manner in an organization as long as the organization is proficient in creating a suitable context, i.e. structure to support it. Organizations should strive to develop sustained KM capabilities because these are seminal for enabling the challenging task of exploiting existing resources for innovation while also tapping on new opportunities for explorative breakthroughs.
Originality/value
This research contributes to a novel understanding regarding the importance of KM capability in fostering manufacturing organizations to engage in ambidexterity by creating a suitable context where optimal amount of each form of innovation activities is calibrated using KM capability.
Highlights
Knowledge management capability is crucial for simultaneous exploitation and exploration of innovation
Innovation ambidexterity (i.e. simultaneous exploitation and exploration of innovation) fosters firm performance
Innovation ambidexterity mediates the positive effect of knowledge management capability on firm performance
Connectedness strengthens the relationship between knowledge management capability and innovation ambidexterity
Centralization weakens the effect of knowledge management capability on innovation ambidexterity
Innovation can be developed in an ambidextrous way in organizations as long as organizations have knowledge-based competencies and proficient in creating suitable context
Purpose
Although the circular economy is widely regarded as an essential strategy for firms, the present understanding of the drivers and outcomes of circular economy implementation is underdeveloped. In this paper, the authors draw on the natural resource-based view and information processing theory to explore how an environmental orientation and digital supply chain platforms promote circular economy implementation, and increase the impact of circular economy implementation on financial performance.
Design/methodology/approach
The authors surveyed 249 Chinese firms and used hierarchical regression analysis to test hypotheses.
Findings
The empirical results reveal that three primary modes of circular economy implementation—reinvent and rethink (INV), restore, reduce and avoid (RRA), and recirculate (REC)—are all driven by environmental orientation and digital supply chain platforms. More interestingly, digital supply chain platforms have an inverted U-shaped moderating effect on the relationships between environmental orientation and INV and between environmental orientation and RRA. Most importantly, INV and RRA are positively related to financial performance, whereas REC does not have a significant relationship with financial performance.
Originality/value
The authors contribute to the literature on the circular economy by revealing new drivers and outcomes of different modes of its implementation. Additionally, the findings have implications for how firms should frame their circular economy initiatives in the context of the digital revolution.
Sustainability is the core feature of 21st-century businesses—the management approach can be a lever. The 4th Generation Management arises as a systems-based approach to managing contemporary businesses before the advent of Industry 4.0 and during a low awareness of the Circular Economy. While the 4th Generation Management provides value to business by considering several resources, stakeholders, and interactions, making businesses customer-oriented, it fails to address the sustainability issue for contemporary businesses in the current context of Industry 4.0, Circular Economy, Competitiveness, and Stakeholders. Indeed, it fails to make businesses more contemporary (i.e., more open and sustainable) to adapt to their context. Moreover, in the literature, there is no work discussing how Sustainability, Industry 4.0, Circular Economy, Competitiveness, and diverse Stakeholders as contemporary issues are accounted for in business management. The main aim of this study is to propose a Re-engineered 4th Generation Management as a systems-based approach, enabling today's business to be oriented toward customer and sustainability. We have reviewed 181 articles published between 2005 and 2022 from Scopus, Web of Science, and Science Direct databases to pursue such a goal. The novelty of this work relies on presenting a systems-based approach, which is best suited for sustainable businesses in the context of Industry 4.0 digitalization technologies (e.g., Artificial intelligence, Blockchain, Cloud computing, and Big data analytics), Circular Economy, Stakeholders, and Competitiveness. Furthermore, propositions are formulated to reflect on the suggested framework based on recent literature. At the end of this work, research implications and future directions are provided.
The transformations generated by Industry 4.0 (I4.0) are interwoven with digitalization. I4.0 involves the digital turn of manufacturing companies, changing the way they operate, their business models, and by extension, their interaction with digital players. Nonetheless, the future of I4.0 regarding its interaction with digital players and the phenomenon of uberization has scarcely been examined. Thus, this research adopts a participatory and systemic foresight approach to explore the trajectories of I4.0 in the face of uberization. The study was conducted with a working group of 22 members from academia and practice. Four scenarios and related action plans were produced. The results emphasize that uberization is not necessarily a process to be endured by manufacturers, but it could be chosen or even co-constructed with different actors if manufacturers address key challenges such as rethinking their business models and adapting their factors of production. The scenarios indicate the dynamics of uberization as contingent on technological developments and on industrial policy choices, changes in consumer behavior, and access to multiple funding sources. Finally, the study provides practical implications regarding the dynamics of collaboration between SMEs and large groups, on one hand, and between manufacturing companies and digital players, on the other hand.
Innovation in the public sector plays an important role in improving the quality of public services and addressing economic and societal challenges. Most of the previous research on innovations has focused on the private sector. How organizations may achieve ambidexterity for innovations in the public sector characterized by unique constraints has been largely underexplored. Platforms have emerged as key components in organizations’ approaches to innovation. Using an empirical study in a public sector organization, this study identifies a platform-based approach that can be used to achieve ambidexterity in balancing exploitative and exploratory innovations in the public sector. Organizations facing constraints pertaining to structure, risk, and value may benefit from considering their product/service development, process management, and value formulation through this approach. This study also identifies practices in platform development, appropriation, and control that contributed to the success of the platform-based approach.
Following the COVID-19 outbreak, a wide range of scholars and practitioners have come to recognize the potential of Additive Manufacturing (AM) technology in building supply chain resilience and efficiency. However, it remains unclear how AM technology might be able to simultaneously build supply chain efficiency and resilience, given the often conflicting nature of these qualities. This paper employs an ambidextrous perspective on dynamic capability theory to investigate the potential of AM technology to solve this resilience-efficiency dilemma at the supply chain level. The research design involves a hybrid approach, combining focus groups and multiple case studies, with particular attention paid to the African supply chain context. The findings indicate that AM technology presents the potential to develop ambidextrous dynamic capabilities, leading to the reconciliation of resilience and efficiency at the supply chain level. Some determinants, such as data-driven systems, supply chain collaboration, innovation agility and knowledge are found to be critical to enable the development of those capabilities around AM-enabled manufacturing systems. The study contributes to the preparation of the global supply chain for the post-COVID era, where digital technologies such as AM will be fundamental for both building resilience and efficiency simultaneously. Practitioners in emerging economies may benefit directly from the outcomes of this study. Furthermore, managers and policy-makers in developed countries may be made aware of the significance of using AM technology in emerging countries to enhance the performance of the global supply chain.
Purpose
The purpose of this paper is to investigate the performance impact of supplier involvement, based on the knowing processes and contingencies of knowledge-based view. Ambidextrous innovations (i.e. exploitative innovation and exploratory innovation) are taken as intermediary processes. Furthermore, product smartness is considered to clarify boundary conditions.
Design/methodology/approach
The ordinary least squares regression was conducted, based on the two-source data collected from 125 high-tech firms in China.
Findings
Ambidextrous innovations positively mediate the relationship between supplier involvement and financial performance. Product smartness weakens the indirect impact via exploratory innovation but not exploitative innovation.
Originality/value
This study reveals the knowledge application and recombination mechanisms of ambidextrous innovations to mediate between supplier involvement and financial performance. It also highlights digital encapsulation function of product smartness as a contingent factor.
Building on the resource orchestration view, we proposed a dual role of information technology (IT) in the form of IT-enabled resource acquisition (IRA) and IT-enabled resource operation (IRO) in determining innovation performance. Through analyzing the survey data from 235 organizations, we found that in a dynamic business environment, IRA assists organizations in accruing benefits from their open innovation (OI) strategies. In a less dynamic business environment, IRO enhances the impact of OI strategies on innovation performance, whereas IRA diminishes such an impact. Post-hoc interviews reveal further insights into how organizations utilize ITs (IRA and IRO) to obtain innovation benefits.
The environmental and economic aspects of sustainability have been the most common subjects in the manufacturing industry, while the social one tends to be neglected. The process of semistructured interviews is conducted with design practitioners in the computer, communication, and consumer electronics industry in Taiwan to comprehend how the participating companies can move from a business-as-usual model to a more sustainable business by design. Results show that ecodesign and design for circular economy are commonly applied as sustainable design strategies, highlighting the concept of dematerialization. The three pragmatic tools applied alongside for balancing the three pillars of sustainability are life cycle thinking, design thinking, and business model tools. To achieve sustainable industrial ecosystems, three key actors, namely, a driver, a facilitator, and a supporter, play an important role to create stakeholder engagement and supply chain collaboration. Hence, the companies must tackle major challenges related to organizational culture, social reputation and communication, resource availability, service at the end of life, and effective waste treatment. Relying solely on product level for sustainability is insufficient; the companies need to tap into socio-technical systems by creating new partnerships, supporting multidisciplinary teams, embracing new markets, integrating emerging technologies for social sustainability, and promoting innovative and social inclusive thinking.
The aggravation of environmental pollution and resource depletion has urged the international community to seek viable solutions. As the damage caused by the manufacturing industry is particularly destructive to the environment, finding an effective governance model is imperative. This study draws upon the organizational capability view to investigate the impact of circular economy practices (ecological design and investment recovery) on financial performance through environmental and innovation performance. Using structural equation modeling analyzing the data from 308 manufacturers in China by AMOS 21.0 software, we find that ecological design and investment recovery can directly enhance companies’ performance. Also, environmental and innovation performances mediate the positive effects of circular economy practices on financial performance. Meanwhile, implementing ecological design contributes to investment recovery. Our study identifies the new path of circular economy practices in promoting financial performance through environmental and innovation improvement. The findings also guide managers to effectively implement ecological design and investment recovery to maximize company benefits.
Using a longitudinal multisite case study research design, this study demonstrates how cloud computing helps to build knowledge ambidexterity (K-AMB) capabilities in small- and medium-sized enterprises (SMEs). A cross-theory approach is used to highlight the connections between ambidexterity and knowledge management theories as a basis to explore the benefits of K-AMB capabilities for SMEs. The study investigates how the focus on knowledge exploitation by SMEs limits innovation which can be reconciled using cloud computing by creating multiple ambidextrous knowledge opportunities. In relation to cloud computing and knowledge ambidexterity, the study is the first to measure the effects of a temporal lag in the K-AMB processes resulting in enhanced employee-driven innovation. The results showed that over a 12-month period, employee-driven innovation was significantly amplified from the application of cloud computing that supported more sophisticated ambidextrous processes of knowledge management. The results significantly shift mindsets about the revelatory value of cloud computing to promote K-AMB in SMEs. We draw novel insights to the theory of ambidexterity by proposing that digital technologies and employee innovation contexts lie side-by-side and play an important role in building K-AMB capabilities in SMEs.
Innovations and advancements in technology create new opportunities to run and maintain manufacturing plants, which we refer to as digitalised manufacturing. This development is recognised as a socio-technical system (STS) change, where a change in the production system’s goals, technology, processes, people, or environment may lead to ripple effects between those sub-systems. Despite this, technology development and technology use cases account for most of the research within digitalised manufacturing, while little attention has been devoted to leadership practices considering digitalised manufacturing from a socio-technical perspective. This paper focuses on the maintenance organisation, whose mission in a company is to keep production systems functional. We aim to describe leadership in industrial maintenance from an STS perspective. This is a unique interview study where twenty maintenance managers from Swedish manufacturing industry offer their perspective on the changing leadership within maintenance, providing a unique insight into the challenges facing leaders of maintenance in digitalised manufacturing. We frame the empirical findings using an STS framework and propose an overall consideration model for leadership that supports the development of a functional maintenance organisation in the face of pervasive digitalisation.
This paper aims at examining the role played by Industry 4.0 (I4.0) on the relationship between knowledge management (KM) practices (i.e., knowledge acquisition, knowledge dissemination, and responsiveness to knowledge) and innovation performance (represented by process and product innovation). For that, 153 practitioners from manufacturing firms in India and Brazil were surveyed. The data were analyzed through multivariate data techniques. This study was grounded on the concepts from the socio-technical systems theory. Our findings indicated that I4.0 design principles positively moderate the relationship between KM practices and innovation performance. In particular, this moderation seems to be more prominent for product innovation performance, although it was also found for process innovation performance. I4.0 design principles determine the expected mindset and behaviors in companies undergoing digital transformation. Our research showed that the effect of KM practices on innovation performance may be boosted when I4.0 design principles are extensively integrated into organizations. Although the separate implementation of I4.0 design principles and KM practices may yield improvements in the innovation performance, we evidenced that their joint implementation is likely to offer a balanced combination between socio and technical elements.
Purpose
This study explores the role of external pressure, engagement capability (ENC), alliance capability (ACA), environmental sustainability commitment (ESC), and circular supply chain capability in circular economy performance.
Design/methodology/approach
Through a cross-sectional survey and data collected from 124 small and medium enterprises (SMEs) in Ghana, this study employs partial least square structural equation modelling (PLS-SEM) to test the proposed model.
Findings
The findings reveal the following; first, external pressure has a significant impact on ESC. Second, ESC positively impacts ACA, ENC and circular supply chain capability. Third, ACA and ENC mediate the relationship between ESC and circular supply chain capability. Finally, circular supply chain capability has a significant impact on circular economy performance.
Originality/value
The originality of this study lies in testing a novel model that confirms that SMEs respond to external pressure by enhancing ESC as well as develop engagement and alliance capabilities to improve circular supply chain capability to achieve circular economy performance goals.
The research on how to manage the openness paradox in corporate innovation networks makes for an interesting topic in the innovation literature. This study investigates the configurational effects of innovative search, appropriability, and open network characteristics on corporate innovation performance. To this end, the study samples 593 Chinese manufacturers using the qualitative comparative analysis method. Empirical findings show that three open strategies improve innovation performance—the patent applicant-dominant, balanced, and explorative search-dominant strategies in low-level, high-level, and high- or low-level geographic and organizational research and development (R&D) networks, respectively. This study also reveals the critical role of an R&D network in open strategies. Specifically, firms with high-level geographic or organizational R&D networks tend to adopt complementary open strategies, whereas those with low-level R&D networks prefer substitutive open strategies. These findings guide firms to choose suitable open strategies in innovation networks.
With the great opportunities created by the new advances in Industry 4.0, many manufacturers are testing and investing in new equipment and infrastructure to deploy these technologies. However, there are a huge number of small and medium-sized manufacturers (SMMs) that are lagging behind due to the lack of in-house R&D capabilities and workforce shortage and/or financial constraints to afford such investment. Additionally, application of theoretical production research in SMMs often confront challenges such as low data availability and data quality, etc. In this paper, we describe a case study at a local medium-sized manufacturer of electromechanical devices for industrial, consumer, and medical applications, who was struggling to meet ever-growing market demand, and apply a novel approach of production system modelling to overcome the challenge of unavailability of the operation up- and downtime data. Specifically, the parametric model of the production system is identified using several system performance metrics derived based on the parts flow data of the in-process buffer. With the mathematical model constructed, the system bottleneck is analysed and a number of improvement scenarios are explored that can potentially enhance the system throughput. Finally, model sensitivity is analysed by calculating the deviation of the model-predicted performance metrics to those produced by a reference nominal model. This analysis demonstrates that the model constructed using our proposed approach is robust even when the system parameters vary from the baseline ones.
Grounded on resource-based view and dynamic capability perspectives, this research aims to explore linkages between the firm's big data management activities (BDMA), green manufacturing (GM) practices, and sustainable business performance (SBP). The research model was empirically evaluated using data collected from 248 pharmaceutical manufacturers in India during the COVID-19 pandemic. The analysis was performed using a covariance-based structural equation modeling using AMOS 20. The results indicate that GM activities impact SBP directly. Further results imply the mediating role of GM practices on the relationship between BDMA and SBP. The analysis reveals that senior management's resource commitment in pharmaceutical firms is a moderating mechanism in strengthening the association between BDMA and GM practices. This study is significant as it provides key theoretical and managerial implications for pharmaceutical sectors during emergent situations.