Force majeure in Indonesia, especially during pandemics, causes a drastic fluctuation in the market and makes many medicine products related to the pandemic become scarce and stocked out. Major pharmaceutical companies manufactured in Indonesia need solutions for the significant change in demand level and find solutions to balance the supply and demand level. According to the existing literature, by doing internal integration, supplier integration, and customer integration, and supported with supply chain capability, companies can find solutions regarding market fluctuation and increase their competitive performance. This research uses 102 listed Indonesians chosen by the purposive sampling method. Research analysis was conducted using structural equation modeling and SmartPLS 3 software. This research finds that, in general, supply chain capability influences competitive performance. Meanwhile, internal integration by sharing activity information in departments and coordinating integrated planning can positively and significantly affect supplier integration and customer integration. Sharing inventory and information with suppliers and coordinating with suppliers about materials availability significantly influence supply chain capability. Internal integration also has a significant influence on supply chain capability. Customer integration with information sharing with customers and the company involving the customers when demands influence supply chain capability. Supply chain integration (internal, supplier, and customer) does not directly impact operational performance, so supply chain capability is a perfect intervening variable. Supply chain capability can help internal and external integration better affect competitive performance. This research also makes practical contributions to give managers input about how internal integration, supplier and customer integration, and supply chain capability can affect companies' competitive performance.

The purpose of this paper is to empirically examine a theoretical model which identifies the effect of process quality improvement and lean practices on competitive performance in the healthcare industry in the United Arab Emirates (UAE). The study uses a quantitative research technique with convenient cluster sampling through applying a descriptive, causal and analytical research design. A valid sample size of 270 respondents is used for analysis by linear regression and hypothesis testing using SPSS. The results indicate a direct significant relationship between process quality improvement and a direct significant relationship between lean practices and competitive performance. Given the substantial resources spent and efforts to improve healthcare quality, the absence of studies demonstrating the impact of quality-related operations and activities would require future research. Hospitals in one city in UAE have access that limits the research results. It is recommended that future research assess more variables dependency on the healthcare sector that can affect increase competitiveness. The research provides some managerial implications that could help hospital managerial members improve their healthcare delivery system's leanness and quality improvement to get competitiveness. Quality improvement and lean practices help increase competitive performance and can assist the healthcare sector in providing better service using these practices that have never been considered in research.

This research aims to provide a logical and experimental framework that helps organizations achieve goals in turbulent environments by examining the impact of dynamic capabilities on competitive performance with the conditional indirect effect of entrepreneurship orientation and digital leadership. A conceptual framework was derived from well-established theories in strategic management, along with empirical evidence based on a survey conducted on a sample of 102 leaders and managers in the entrepreneurial companies in Jordan. This study demonstrates the positive impact of dynamic capabilities in developing competitive performance. Moreover, the entrepreneurship orientation mediates the relationship between dynamic capabilities and competitive performance and digital leadership has a positive moderating role in this relationship. This research recommends leaders and managers in entrepreneurial organizations to define clear standards for measuring competitive performance that enable identifying and correcting deviations in a timely manner and invites them to focus on creating value in turbulent environments by exploiting advanced technological capabilities and adopting innovative strategies and business models.

The primary objective of the present paper is to explore the link between supply logistic integration, competitive performance, lean process and supply performance. To achieve our research objectives, we develop a unique model, which conceptualizes the said relationship. Porter’s value chain and the resource based views are used as theatrical lenses of the current study using Amos software package based on a data set of 220 Iraqi manufacturing firms. Structural equation modeling (SEM) is employed to analyze the dataset. The findings of the study show that the there was a positive relationship between supply logistics and competitive performance (operational) and supply performance and lean processes were partially mediating this relationship. The study also shows the importance of managing both internal (production processes) and external processes (logistics and supply chain) of firms’ operations in an integrated manner in which supply chain management acts through key internal processes to impact competitive performance. This is the first study, which uncovers what happens “in between” the incoming materials and the end outputs delivered by firms into the market. This “in between black box” is important in improving our understanding of how inbound supply activities are translated into outbound competitive performance outcomes.