There are few studies addressing the mediating effect of readiness in supply chains in developing countries. We use the theory of dynamic capabilities to investigate the impact of integration (INT) on readiness (REA) and on innovative product performance (IPP) and to examine the mediating effect of REA on INT and IPP. We conducted a survey with a sample of 213 supply chain (SC) managers of machinery and equipment for transport and lifting heavy loads in Brazil. To this end, we used structural equation modeling to test the hypotheses and PROCESS macro to confirm the indirect effect. The empirical results indicate a significant effect between INT and REA and REA and IPP. However, the indirect impact of REA was compromised. The literature review demonstrates that the microfoundations of dynamic capabilities (Sensing, Seizing and Reconfiguration) strengthen supply chain links, particularly between INT, REA and IPP. This article helps managers understand the functioning of SC routines and operations. To this end, they should develop strategies that strengthen SC ties with INT, REA and IPP to face future crises. This paper advances the findings on integration, readiness, and innovative product performance in an SC. The findings provide insightful implications for managers to improve their strategies. In doing so, we theorize how the microfoundations of dynamic capabilities support the efficiency of supply chain operations.

This paper investigates the effect of Strategic Management Accounting (SMA) and Business Analytics (BA) on Sustainable Competitive Advantage (SCA). Moreover, it examines the mediating effect of Dynamic Capabilities (DY) and the moderating effect of Competition Intensity (CI) on direct relationships. The study used the survey method to collect data from listed companies in the Amman Stock Exchange, and the hypotheses were tested using Partial-Least Squares-Structural Equation Modelling. Based on the findings, DC mediates the relationship between SMA and SCA as well as BA and SCA. CI moderate only the relationships between SMA and SCA. The study findings can be used as directions by management, policymakers and researchers to comprehend the positive influence of SMA, BA and DC on SCA.

The main aim of the current study is to assess the relationship between knowledge management (KM) capabilities and organizational performance (OP) in developed nations. In addition, this study also aims to assess the moderating influence of transformational leadership (TL) between KM infrastructure (KMCI) and organizational performance (OP) of the Jordanian service and tourism sectors. In this study, it’s suggested that KMCI and its components will directly affect OP. In addition, it’s expected that TL moderates the relation between study variables. Purposive sampling was used to gather data from the service and tourism sectors in Jordan, as it is the population of this study. Partial Least Squares was used to analyze the data. The findings indicate that KMCI and its components significantly affect OP. TL moderated the effect of KMCI on OP. It is advised for decision-makers to concentrate on KMCI, create the proper culture and organizational structure, and improve its technologies to support the growth of KM activities in Jordanian service and tourism sectors.

This study empirically explores the influence of innovation orientation on the digital supply chain, mediated by dynamic capabilities within the context of Small and Medium Enterprises (SMEs). This study, rooted in a comprehensive evaluation of dynamic capabilities and innovation orientation, introduces a framework that could serve as a valuable resource for subsequent research. It contributes to the global discourse on optimizing digital supply chain practices among SMEs. Quantitative method was employed, gathering data from 212 professionals in SMEs in Dubai, UAE, via an online questionnaire. The collected data were analyzed using SmartPLS 4, focusing on reliability, validity, discriminant validity, and hypothesis testing. The findings show a significant influence of innovation orientation on the digital supply chain. Dynamic capabilities also exhibit an indirect yet substantial impact on the relationship between innovation orientation and the digital supply chain. The identified dynamic capabilities are instrumental in refining decisions associated with the circular economy and leveraging technology to enhance supply chain mechanisms. These capabilities foster positive correlations between the digital supply chain and innovation. The predominant advantage of digital supply chains for consumers lies in their agility and speed, facilitating swift response to customer demand and bolstering business efficiency. The model presented is a template for future research, which could expand its scope to include other industries like manufacturing or services, augmenting the robustness of the findings.

Firms operating in emerging markets deal with volatile and uncertain conditions that force them to continuously adapt and reconfigure their resources. We use the Dynamic Capabilities View as our theoretical lens to investigate how dynamic capabilities work together with digital readiness to affect performance in SMEs that face these turbulent environments. Dynamic capabilities give managers the means to sense changes in their environment, seize new opportunities when they arise, and realign organizational resources as needed. Digital readiness provides the technological infrastructure required to make these strategic and project-level adjustments work in practice. We gathered survey data from 305 food-processing SMEs in Jordan and analyzed the data using Partial Least Squares Structural Equation Modelling. Our results show that dynamic capabilities have a strong positive effect on firm performance. We also found that digital readiness amplifies this effect in important ways. The study contributes to strategic management, operations management, and project management research. It demonstrates that building capabilities while aligning digital tools helps firms navigate environmental uncertainty more effectively. For managers, the findings highlight something important: developing both organizational agility and digital infrastructure can turn turbulent market conditions into competitive advantages. The results offer practical guidance for operations and project managers in SMEs who are working to execute sustainability-oriented operational projects. They show that capability development paired with digital preparedness supports smoother execution and leads to stronger project outcomes.

The manufacturing firms are trying to attain digitalization of operations and supply chains in the fast changing technological era. Digital transformation was more agile and efficient. However, the issue of how and why digital transformation is going to create a sustained competitive advantage is a question. The survey was carried out in the form of a quantitative survey among the managers of 326 Jordanian manufacturing firms, which were involved in digital projects. SEM and AMOS were used to test the hypotheses. The results illustrate that the digital transformation has positive and significant effects on the competitive advantage of the supply chains. The mediation analysis showed that the dynamic capabilities are important to the competitive advantage of the digital transformation. The results suggest that digital transformation is a strategic enabler that enhances the dynamic capabilities of a company, which is later translated into the high-level of supply chain performance. Digitalization is an enabler of building of capability, according to the Dynamic Capabilities Theory. These increased capabilities, in turn, enable firms to attain and maintain competitive advantages in the form of faster delivery, increased flexibility, and reduced costs. The research builds on theoretical knowledge by introducing digital transformation to the capability-based perspective on competitiveness, in which the value of digital investments is achieved by the capabilities of organizations and managers to a large extent.

Industry 4.0 drives enterprises to transform their capabilities especially in innovation and their capabilities to adapt with dynamic market. The capabilities can be fostered when the leader is oriented towards digital technology and market orientation. The role of digital leadership has gained attention for studies to develop innovation and dynamic capabilities based on market orientation. Studies have been conducted on dynamic capabilities with focus on the strategy, management and economic literature including the understanding of its driving key to success. However, the study on the role of digital leadership on the development of dynamic capability based on innovation capability and market orientation has not been intensively discussed. It is argued that the development of dynamic capability and innovation capability is strongly driven from a combination of digital leadership and market orientation. Data in this study is taken from a survey conducted on 88 Indonesian telecom-munication firms as a unit for analyses. The results show that digital leadership had a strong direct and indirect relationship with dynamic capability, however the strong path in developing capability is determined from the development of innovation capability that is driven from digital leadership based on market orientation. The finding reinforces the role of digital leadership as a critical influence on development of dynamic capability. Future studies are suggested to extend the research by exploring the research model to elaborate more on the impact of collaboration, leveraging a larger sample size and better statistical tools. A longitudinal study on the companies that implement the transformation based on dynamic capabilities is also recommended for future studies.

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.

This research aims to explore the significance of supply chain (SC) resilience by integrating SC-Resilience and SC-Ambidexterity concepts. SC-Ambidexterity refers to the simultaneous application of SC-Adaptability and SC-Alignment capabilities within the supply chain. In line with the dynamic capabilities view (DCV) of the firm, this research adopts a quantitative approach to investigate the relationship between variables in the context of manufacturing and production companies in Pakistan, specifically in Karachi. The results of this case study have revealed a strong positive impact of SC-Ambidexterity on SC-Resilience, confirming the significance of adopting concurrent and synchronized supply chain capabilities. Furthermore, the analysis indicated that SC-Agility plays a crucial role as a mediator in the relationship between SC-Ambidexterity and SC-Resilience. The findings suggest that organizations that proactively invest in developing both ambidextrous capabilities and agility are more likely to achieve a higher level of supply chain resilience, enabling them to effectively navigate turbulent business environments.