Manufacturing companies constantly strive to produce products that promote better competitiveness. In addition, the current business environment requires manufacturing companies to adopt environmentally friendly concepts, which have become a global customer concern. Therefore, companies must inevitably meet environmental protection requirements through ecologically friendly processes and products. Meanwhile, environmentally friendly adoption requires a capital-intensive investment, which doubts the management regarding the investment return. Hence, top management commitment is highly needed to maintain eco-friendly products and contribute to the company's performance. This study examines the role of top management commitment to operational performance through adopting information technology, supply chain integration, and green supply chain management. This study surveyed manufacturing companies that have implemented ISO 14000, as many as 73 companies with criteria of having more than 100 employees. Data is collected using questionnaires directly and online with Google Forms. The results of data processing analysis found that top management commitment influences information technology adoption with a priority scale to maintain competitiveness and strategies that increase competitiveness. Top management commitment through information technology can improve supply chain integration and green supply chain management. In addition, supply chain integration improves green supply chain management and operational performance. Implement environmental-friendly measures by involving external partners to impact operational performance. The results of this study contribute to enriching supply chain management theory by significantly adopting green supply chain management to improve sustainable development and performance. It also makes a practical contribution by providing insight for practitioners to generate added value for customers.

Manufacturing companies constantly strive to build sustainable performance to survive fierce business competition. Besides, the company should be committed to protecting the environment by paying attention to the role of supply chain members. Companies should collaborate with external partners, enabling them to fulfill customers' needs for environmentally friendly products. This study explores the effect of green supply chain management on operational performance with the mediating role of information technology infrastructure, internal integration, and external integration. This study surveyed manufacturing companies in Indonesia using structured questionnaires designed with a five-point Likert scale. The questionnaire is designed using Google Forms, and the links are distributed to respondents through email, WhatsApp, and other social media. As many as 245 responses were obtained and valid for analysis. The data processing used SmartPLS software version 4.0. The hypothesis test results found that green supply chain management influences information technology infrastructure, internal integration, external integration, and operational performance. Information technology infrastructure impacts improving internal integration, external integration, and operational performance. Internal integration has an impact on external integration and operational performance. External integration has an impact on improving operational performance. The research contributes to managerial practice by adopting the ISO 14001 standard in green supply chain management. for companies to make improvements. These findings also enrich the current research in supply chain management theories.

The rapid development of technology has enabled companies to integrate internal and external partners working together in the supply chain network. Supply chain integration allows fast information to facilitate real-time and reliable decision-making. This study investigates the role of supply chain integration on firm performance through adopting lean manufacturing, green supply chain management, and risk management. The study surveyed manufacturing companies implementing ISO 14000 to represent green supply chain management and integrated information technology as a form of integration. The questionnaires were distributed using a Google form, and 93 valid responses were obtained. Data analysis employed a partial least square approach with SmartPLS software 4.1 version. The data processing results found that supply chain integration increased lean manufacturing by 0.684, green supply chain management by 0.451, and supply chain risk management by 0.333. Lean manufacturing companies using a continuous process control system and process improvements significantly improve green supply chain management by a path coefficient of 0.477, supply chain risk management by 0.206, and firm performance by 0.370. Green supply chain management significantly impacts supply chain risk management by a coefficient of 0.416 and firm performance by 0.189. Supply chain risk management with a system for detecting operational process risks and emergency procedures in overcoming changes in customer orders affects the increase in firm performance by 0.354. The practical contribution of research provides insight for practitioners to invest in information technology and adopt ISO 14000 implementation. Theoretical contributions in developing resources-based view theory in adopting green supply chain management and lean manufacturing.

Sanitary and product manufacturing companies' care in Indonesia is increasingly challenging to carry out production due to limitations caused by the lockdown during the pandemic. The conditions demanded very high and required fast distribution mobility. The company maintains product quality by established standards according to specifications, but the production process time is limited. To maintain product quality, companies must retain supply chain quality integration and innovation quality integration to support Operational Performance. The research uses manufacturing companies focusing on plastic companies with bottle and tube production related to supply packaging health protocol products. Analysis to answer the research hypothesis uses the software SmartPLS. The study results found that internal supply chain quality integration by integrated manufacturing processes positively and significantly affects supplier and customer quality integration. Supply chain integration, which consists of supplier quality integration, internal quality integration, and customer quality integration, impacts increasing product innovation and the number of new products. Supply chain quality integration and innovation quality integration directly influence operation performance. This research enlightens company managers on improving internal capabilities and establishing synergy with suppliers and customers to create innovation, aiming to increase operational performance to compete with the global market and face market fluctuations. Research makes a theoretical contribution to quality development and supply chain integration.

Integration with external supply chain partners can reduce the risk of process and product development disruptions. Hence, the companies should anticipate and prepare for any risk that could emerge in the supply chain network. This study aims to analyze the role of supply chain integration, information sharing, supply chain quality integration, and innovation systems in improving business performance in the manufacturing industry. The study surveyed manufacturing companies located in East Java, as many as 258 companies. Data was collected using questionnaires designed with a five-point Likert scale and distributed through Google Forms and company visits. 222 questionnaires were distributed through Google Forms, and 36 were distributed during company visits. The smartPLS software version 4.0 was used for descriptive analysis and hypothesis testing. The results showed that supply chain integration positively impacts information sharing, quality integration, and innovation systems. Information sharing significantly supports the implementation of quality integration and innovation systems. However, quality integration does not affect the innovation system. Likewise, innovation systems have no impact on improving business performance. Many manufacturing companies in East Java had not done innovation systems appropriately after the COVID-19 disruption as the company still focused on current processes and products to maintain company sustainability. Furthermore, information sharing, and supply chain quality integration significantly improve business performance. The results of this study could contribute to managers building close partnerships with external parties to maintain the quality of processes and products. Business owners must also consider using the latest technology for process and product innovation. These findings enrich the current supply chain management theory, particularly with quality integration and innovation systems.

Internal and external integration in hotel industries is essential to improve Green Supply Chain Management (GSCM) to maintain hotel performance and sustainability. This research is to examine the impact of internal and external integration on GSCM and hotel performance. It is quantitative research with judgmental sampling. Questionnaires were distributed to 72 hotel employees from 62 hotels of three-star hotels and above, who understand GSCM and hotel performance in East Java. But 66 questionnaires were returned, and only 62 questionnaires were valid for data analysis. Structural Equation Modelling (SEM) is used to analyze with the help of Java Web Start software. The results show that all six hypotheses are supported, internal integration with Use technology to significantly determine plans and coordination capable of external integration and GSCM. External integration with Sharing knowledge with partners and Collaborating in solving problems can improve GSCM significantly. Supply chain integration, which consists of internal integration and external integration, impacts hotel performance by reducing hotel waste and Efficient use of resources. GSCM in implementing Eco green, green procurement and product life cycle have a significant impact on improving hotel performance.

Many people are aware of taking care of the global environment, so they demand environmentally friendly business activities. The government also has responded to the commotion by requiring companies to produce friendly and safe products or services to their customers. Hotel industries react to it by implementing the concept of green hotels. The purpose of this study is to examine whether the Internet of Things, strategic green purchasing and green operation have impacted green employee behavior in star-hotels in East Java. Eighty-two (82) questionnaires were distributed, but only 62 questionnaires were valid, with a response rate of 75.60 %. SEM-PLS (Structural Equation Modelling Partial Least Square) was used to analyze the data. The results show that the Internet of Things (IoT) has a significant impact on green hotel operation, with the T-statistic value of 0.378. green purchasing has a significant impact on green hotel operation, with the T-statistic value of 0.545, and green employee behavior, with the T-statistic value of 0.346. The Internet of things (IoT) has no significant impact on green employee behavior directly but through green hotel operation. The use of energy efficiency and the existence of good waste management as indicators of green hotel operation has an impact on green employee behavior of 0.346.

Organizational competitiveness is enhanced by implementing supply chain integration. Organizations, through information technology, can integrate internal and external cross-functional. The team assigned to run the integration system in its function is designated as the key user who can implement and maintain an ongoing basis. Key user capabilities are needed to maintain a digital supply chain in information technology systems to integrate internally and externally. Data analysis using Partial least squares (PLS) on 89 hotel organizations with a one-star category or more shows that key user capability significantly affects internal cross-functional integration (β = 0.728) and external cross-functional integration (β = 0.127). Key user capability has an impact on supply chain flexibility (β = 0.370) while internal cross-functional integration influences increasing supply chain flexibility (β = 0.373) and financial performance (β = 0.421). External cross-functional integration increases supply chain flexibility (β = 0.316) and financial performance (β = 0.441). Lastly, supply chain flexibility impacts increasing financial flexibility (β = 0.192). The research contributes enrichment to the theory of digital supply chain and practical contribution to enlighten top management in information technology investment.

This research has investigated the impact of top management commitment to enhance operational performance through green purchasing and green production Practices in the manufacturing industry. The study has surveyed 122 from 578 manufacturing companies domiciled in East Java, Indonesia, using a questionnaire designed with a seven-point Likert scale. Data analysis used the partial least square. The result revealed that top management commitment affects green purchasing, green production practices, and operational performance. Furthermore, operational performance is directly affected by green purchasing and green production. The green purchasing affects green production. In addition, top management commitment indirectly improves operational performance through green purchasing and green production. This result provides essential insight for the manager in the manufacturing industry that top management commitment and practicing green purchasing, and green production enhances operational performance. Furthermore, this research extends the acceptance of previous research related to top management commitment, green purchasing, and green production in improving operational performance. The novelty of this study is the revelation of the mediating role of green purchasing and green production in the influence of top management commitment on operational performance. Hence, this study contributes to enriching the current research in supply chain management.

Pandemic Covid 19 has resulted in manufacturing companies experiencing disruptions in fulfilling customer orders and changes in product forecasting results from calculation. Manufacturing companies essential in handling covid experience increased demands, while other companies not related to covid experienced a decrease even in cancellation of orders. Order changes determine the company's performance. This research is related to the effect of order changes on firm resilience through supply chain coordination. The distribution of questionnaires to manufacturing companies in Indonesia is done by sending a google form link in the social media group. Data obtained as many as 446 questionnaires and analyzed using the partial least square technique. The study results showed that amended orders positively impacted 0.728 to the internal operational coordination, the positive influence of 0.201 to coordinate with the supplier, and positive effect with a coefficient of 0.213 to coordination with the customer. Internal operational coordinated influence coordinated with the customer of 0.593 and coordinated with the customer of 0.515. Supply chain coordinated impact on the company's supply chain resilience determined by internal operational coordination by 0.371, coordinated with the supplier of 0.183 and coordinated with the customer of 0.199. The practical contribution of the research is to make managers able to build a coordinated Supply chain to overcome amended orders and increase supply chain deficiencies.