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This study investigates the impact of digital capabilities (DC) on building resilient supply chains in China’s electric vehicle (EV) industry. As the complexity of the EV sector continues to grow, improving supply chain resilience (SCR) is essential for sustaining long-term growth and maintaining competitiveness. This research focuses on how visibility and collaboration, supported by DC, contribute to the development of SCR. Using structural equation modeling (SEM), data from 399 Chinese EV supply chain enterprises were analyzed to examine the moderating effects of DC and their sub-dimensions—digital infrastructure capability, digital analytics capability, and strategic support capability—on the relationships between visibility, collaboration, and resilience. The results reveal that both visibility and collaboration significantly and positively influence resilience, with visibility having the strongest impact. Furthermore, digital analytics capability enhances the positive effect of collaboration on resilience, while overall DC and other dimensions, such as digital infrastructure and strategic support capabilities, show limited impact. The findings also underscore that digital infrastructure capability plays a vital role in amplifying the impact of visibility on resilience. Consequently, EV supply chain enterprises are encouraged to invest continuously in digital infrastructure and analytics capabilities to strengthen their SCR.

Purpose: This research aims to develop a digital capability maturity model to find the critical capability and define the maturity level of the digital services creation process for the Business Process Outsourcing (BPO) company, which services cover the end-to-end client’s non-core activities involving people, process, and technology.Design/methodology/approach: The study conducts qualitative approaches in variables selection using grounded theory, followed by in-depth interviews and focus group discussion confirming the chosen variables as relevant capabilities. Additionally, quantitative approaches are used to define the impact of those capabilities on the process through an online survey of 208 employees and Structural Equation Modelling (SEM) for model analysis.Findings: The research proves that alignment strategy has a positive impact on the organizational and individual capabilities, both of which have a positive impact on the process. All capabilities are defined in the “quantitatively managed” maturity level, while the collaboration culture and value creation skill indicators are required to be prioritized in development for having a significant driver yet an inferior performance.Practical implications: The proposed model is built to be generally utilized to help the BPO companies understand their critical capabilities and improve their maturity level to lead the industry. The research contribution is not only to develop a model that is suitable for a particular business but also to create more value for academic purposes through improving the model by introducing a new variable \"alignment strategy\" and “organizational capability” as an essential component influencing the process.Originality/value: This is a multimethod study that elaborates empirical evidence, literature review, and professional judgment to assess the capabilities of the digital services creation process, to prove the importance of alignment between those capabilities, and to define the process maturity level.

This paper explores in depth the mechanism of enterprise digital capability effects in supply chain digital development by reconstructing the supply chain cooperation capabilities (digital diffusion capability and digital collaborative capability). We use the questionnaire data covering 272 Chinese manufacturing enterprises and apply a structural equation model to test the hypothesis. The empirical result demonstrates that enterprise digital capability does not directly have a significant impact on supply chain digitalization, and the supply chain cooperation capabilities play a mediating role between an enterprise’s digital capability and supply chain digitalization. The results are robust as we thoroughly consider the direction of enterprise capabilities and verify the systematic requirements of supply chain digitalization and the high order of enterprise digital capability. These provide a theoretical basis for enterprises to promote the digital transformation of their supply chain through digital technology.

Digital transformation is considered a high-risk investment due to the fact that as much as 80% of its initiatives fail. To effectively manage and execute digital transformation, organizations must establish capabilities tailored to this process. Thus, this study aims to identify capabilities essential for digital transformation in the business context. A systematic literature review (SLR) was conducted following the PRISMA. An initial search across major academic databases yielded 542 articles. After applying inclusion and exclusion criteria, 43 relevant articles were selected for in-depth analysis. Descriptive, co-occurrence, and qualitative analyses were then applied. The findings reveal five core dimensions of digital transformation capability: digital dynamic capability, digital leadership capability, employee digital capability, digital technology and operational capability, and digital investment capability. These capabilities demonstrate that successful digital transformation depends not only on technology, but also on leadership, human capital, strategy, and investment that ensure resource readiness. This study contributes to digital transformation theory by identifying essential organizational capabilities and provides insights into how organizations can develop these capabilities to achieve successful digital transformation.

Digital transformation has altered the way customers interact with restaurants. As a result, digital transformation has had an enormous impact, changing restaurant customer value. Therefore, this research aims to develop a dynamic and sustainable method for creating customer value in digital transformation. This study suggested digital dynamic capabilities and digital customer orientation as a process model (i.e., sensing, seizing, transforming, and refining) to develop digital transformation and create a dynamic customer value. We chose fast-food restaurants in Egypt to examine the proposed model using a qualitative approach of semi-structured interviews with fast-food managers and hospitality experts. The findings indicated that fast-food restaurants’ different digital transformation capabilities and tools (e.g., value innovation, SWOT analysis, artificial intelligence, new technology selection criteria, digital maturity, building several digital platforms, and gathering and analyzing customers’ online reviews) help them create customer value. However, interviewees highlighted how well-suited the suggested digital dynamic capabilities are to serve as drivers of digital transformation in fast-food restaurants and create a dynamic customer value. This research expands the dynamic capabilities theory by adding digital customer orientation (i.e., proactive and reactive to customer feedback) to develop digital transformation and create customer value in fast-food restaurants. This research provides fast-food restaurant managers with an in-depth explanation of how to implement the digital dynamic capabilities model for executing digital transformation and developing a new dynamic customer value.

This article analyzes the use of Information and Communication Technologies (ICT) in university teachers and students in the liberal arts area, whose main objective is to know their current reality in skills and abilities in the use of digital tools, understanding in finding quality information and the ability to generate effective digital educational content. The results allowed the derivation of a Digital Capabilities Diagnosis instrument (DICADI), whose application constituted a niche, in which all the respondents said they had contact with ICTs and, even when, important digital gaps were identified between the groups of research, these were not significant, however, allowed to reflect on the challenges in the proper use of ICT, towards the ideal achievement of maximum profit, in order to increase academic productivity in various areas of education.

PurposeThe Industry 4.0 phenomenon is bringing unprecedented disruptions for all traditional business models and hastening the need for a redesign and digitisation of activities. In this context, the literature concerning the digital supply chain (DSC) and its capabilities are in the early stages. To bridge this gap, the purpose of this paper is to propose a framework for digital supply chain capabilities (DSCCs).Design/methodology/approachThis paper uses a narrative literature approach, based on the main Industry 4.0 elements, supply chain and the emerging literature concerning DSC disruptions, to build an integrative framework to shed light on DSCCs.FindingsThe study identifies seven basic capabilities that shape the DSCC framework and six main enabler technologies, derived from 13 propositions.Research limitations/implicationsThe proposed framework can bring valuable insights for future research development, although it has not been tested yet.Practical implicationsManagers, practitioners and all involved in the digitalisation phenomenon can utilise the framework as a starting point for other business digitalisation projects.Originality/valueThis study contributes to advancing the DSC literature, providing a well-articulated discussion and a framework regarding the capabilities, as well as 13 propositions that can generate valuable insights for other studies.

In the era of digital transformation, organizations are making efforts towards sustainability. In particular, leadership is transforming into digital leadership according to changes in management environments, which are deeply related to organizational performance. In this study, we focus on organizational performance and sustainability management and clarify the role of digital culture and employees’ digital capabilities in perspectives on digital leadership. We collected data from 149 employees who work in South Korean organizations using a survey based on digital leadership, digital culture, employees’ digital capabilities, and organizational performance, and we tested our hypotheses using structural equation modeling. The results show that digital leadership has a positive direct and indirect effect on organizational performance. Moreover, digital culture and employees’ digital capabilities partially mediate the relationship between digital leadership and sustainable organizational performance in South Korea. This study contributes to leadership and resource-based view (RBV) research by providing evidence for the role of digital leadership in sustainable organizational performance. As leadership continues to extend alongside verification of the RBV theory, the crucial role of digital leadership is changing, and the role of employees’ digital capabilities in organizational performance in South Korea needs to be considered.

Do software vendors propose, create, and capture value in the era of digital transformation? Drawn on the literature of business models, digital innovation, and firms' capabilities, we examine this cutting-edge research question. We conducted a multiple case research of 10 software vendors operating in Germany and Austria. The thematic analysis yields a conceptual model that explains whether and how software vendors leverage cloud computing-enabled innovation for the digital boost, which is this study's primary contribution to information systems research. Software vendors use a complementary portfolio of information technology and organizational capabilities to innovate in their value proposition, creation, and capture.