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Purpose The purpose of this paper is to understand how the consistency between objective and perceived environmental uncertainty might affect supply chain flexibilities that cope with supply chain risk. Design/methodology/approach This study adopted a case study of comparative four companies in order to obtain an in-depth knowledge of the environmental conditions under which the companies implement different types of supply chain risk management (SCRM) strategies: logistics flexibility and relationship flexibility. Findings The case analysis not only distinguished the different effects of objective and perceived environmental uncertainty on supply chain flexibility, but also established the propositions about the effects of the consistency between objective and perceived environmental uncertainty on logistics flexibility and relationship flexibility in SCRM. Originality/value In principle, supply chain flexibility aims to cope with complex and turbulent environments. Yet, empirical findings about the effects of environmental uncertainty on supply chain flexibility are inconclusive. This study addressed this question by differentiating between objective and perceived environmental uncertainty as well as between logistics and relationship supply chain flexibilities.

Purpose This paper aims to examine small- and medium-sized enterprises’ (SMEs) strategic capabilities in terms of their marketing and management capabilities, their sources of environmental uncertainty and their organizational capabilities. Additionally, to what extent the effect differs across two sectors (manufacturing and service). Design/methodology/approach Partial least squares structural equation modeling was used to conduct multigroup analysis for the two sectors. Data was collected from a sample of 315 Omani SMEs, 166 from manufacturing and 149 from services. Findings The results show that strategic capabilities have a significant positive effect on customer satisfaction. However, the effect differs between manufacturing and service SMEs; the effect is greater in service than in manufacturing SMEs. Furthermore, the effect of organizational capabilities on customer satisfaction was found to be positive. However, the effect is higher in manufacturing as the difference is statistically significant. Originality/value Due to the growing importance of the service and manufacturing SMEs in developing countries and their considerable involvement in economic development, it is important to understand the characteristics of the strategic capabilities in both sectors. Thus, according to the authors’ knowledge, this paper is one of the first to propose a comprehensive framework that measures collectively the direct impact of strategic capabilities, organizational capabilities and environmental uncertainties on SMEs customer satisfaction and effectiveness.

This paper examines the impact of environmental uncertainty and environmental regulation on enterprises’ green technological innovation, using a panel data of Chinese A-share listed companies in Shanghai and Shenzhen from 2005 to 2019 to conduct an empirical study using an OLS model and Poisson regression model. We employ environmental complexity and environmental dynamism to measure environmental uncertainty, and we have the following findings: first, both environmental uncertainty and environmental regulation promote enterprises’ green technological innovation, while environmental regulation has positive moderating effects on the relationship between environmental uncertainty and enterprises’ green technological innovation; second, environmental complexity positively affects enterprises’ green technological innovation, while environmental dynamism has negative effects on enterprises’ green technological innovation; third, environmental regulation accentuates the relationship between environmental complexity and green technological innovation, while it weakens the relationship between environmental dynamism and green technological innovation.

The alignment between a firm’s business and information technology (IT) strategies continues to be important for research and practice. Prior research investigating the performance consequences of strategic IT alignment (SITA) has produced inconsistent results. This paper distinguishes between two roles of SITA: (1) as a state of congruence between business and IT, which is the primary focus of empirical studies, and (2) as reflecting a capability that may enable or inhibit the leveraging of IT investments, as has been discussed theoretically but not examined empirically. Based on the resource-based view (RBV), IT investment (ITI) is explicitly included as the resource that SITA as a capability can inherently help leverage. Also based on RBV, we argue that environmental uncertainty, which is examined in terms of dynamism, complexity, and munificence, moderates the effect of SITA on the relationship between ITI and firm performance. The research model is tested through panel-data analyses of data from 1999–2008, including 758 firm-year observations from 242 firms. This study is the first to find that SITA as a state directly improves firm performance even when considering ITI and its interaction with SITA. Moreover, the effect of the interaction between SITA and ITI on firm performance increases with an increase in environmental dynamism or complexity and with a decrease in environmental munificence. We also find that the effect of the interaction between SITA and ITI can be negative under some environments. Specifically, the results suggest that (1) in dynamic, complex, and hostile environments, SITA does reflect a capability that enhances the positive effect of ITI on firm performance, but (2) in stable, simple, and munificent environments, SITA reflects a rigidity that reduces the positive effect of ITI on firm performance. The results are robust under a variety of statistical specifications and estimations.

Corporate performance in ESG has received increased attention; however, the discussion on how digital development will affect corporate practice of ESG needs to be deepened. This paper discusses the impact of digital transformation on corporate ESG performance using multiple linear regressions with STATA 17.0 for 2707 companies listed in China A-shares in the period 2010–2021. Based on principal–agent theory, resource-based theory and signaling theory, the study finds that digital transformation can improve corporate ESG performance. From an external perspective, the contribution of digital transformation to ESG performance diminishes when environmental uncertainty increases; from an internal perspective, the positive effect of digital transformation on ESG performance is more significant in larger-scale enterprises. In addition, digital transformation will further enhance ESG performance by promoting green innovation, i.e., green innovation has a mediating role in the relationship between the two factors. The findings of the study introduce new thinking on the factors that influence corporate ESG performance, advance relevant research and provide important references for corporate managers and government departments who are concerned about ESG performance to make appropriate decisions.

Financial constraints are economic limitations on behavior. Given that millions of people experience chronic or episodic financial constraints, we sought to review research that provides insight into how they affect consumer behavior. We propose an integrative framework that draws insights from multiple literatures that have examined financial constraints from different perspectives. The framework distinguishes between four perspectives, which are rooted in literatures on resource scarcity, choice restriction, social comparison, and environmental uncertainty and highlights different temporal stages of responding to financial constraints, distinguishing between reacting, coping, and adapting. Beyond the obvious negative effects of financial constraints, our framework emphasizes consumer resilience, highlighting that consumers often successfully cope with and devise adaptive strategies to deal with financial constraints. By broadening the behavioral and temporal scope of financial constraints considered within consumer psychology, this framework helps us to understand the often strong and sometimes counterintuitive effects of financial constraints on consumer behavior.

PurposeThis study aims to investigate the impact of digital transformation on supply chain resilience. Additionally, the paper examines the mediating effect of supply chain process integration as well as the moderating effect of environmental uncertainty in the relationship between digital transformation and supply chain resilience.Design/methodology/approachDrawing on digital empowerment theory, this study proposes a theoretical model. Using survey data collected from 216 enterprises in China, the study employs structural equation modeling to validate the theoretical model.FindingsThe results reveal that digital transformation has a significant impact on supply chain resilience. Three dimensions of supply chain process integration, namely, information flow integration, physical flow integration, and financial flow integration mediate the relationship between digital transformation and supply chain resilience. In addition, environmental uncertainty including market uncertainty and technology uncertainty positively moderates the relationship between digital transformation and supply chain resilience.Originality/valueFirst, this paper provides empirical evidence on both the direct and indirect effects of digital transformation on supply chain resilience. Second, this paper enriches the understanding of how supply chain integration impacts supply chain resilience in the digital transformation era by adopting a more granular perspective of process integration rather than broad external and internal integrations. Furthermore, this paper extends the knowledge of the role of external environment in digital transformation and supply chain risk management by examining the moderating effects of market uncertainty and technology uncertainty.

People have become more conscientious about the environment in recent years. Increasing environmental awareness drives customers to be more selective about environmentally friendly products and forces governments to adopt environmentally friendly policies. As a result, competition in the market becomes more challenging. Thus, companies cannot remain indifferent to adopting environmentally friendly strategies to be sustainable. In this regard, this study investigates the effect of green innovation on firm performance. We also examined whether the environmental uncertainty moderates the investigated effect. For this purpose, first, data were collected from the first 1000 exporting firms declared in 2019 by the Turkey Exporters Assembly using a survey method. Secondly, factor analyses and regression analyses were performed with the data set obtained from 136 companies. As a result of the analysis, it was determined that green innovation increases both environmental performance and economic performance. It also was found that green innovation positively affects firm performance, but environmental uncertainty reduces this effect. According to these results, it was offered that firms should increase their green innovation activities to achieve better outputs and seek ways to reduce environmental uncertainty to keep these outputs at the maximum level. Finally, the research includes some considerations on the positive implications and potential of green innovation in an open-innovation context.

Although green innovation strategy (GIS) is the driving force for the sustainable development of enterprises, while the strategy is implemented, an increased cost and a change in organizational routines will cause an organization to become fragile, and even affect the sustainable competitive advantages. So, the purpose of this paper is to explore the impact path of GIS on sustainable competitive advantages and the implementation boundary of GIS. To explain the impact path, we consider the concept of dynamic capabilities to be the mediator variable. To explain the implementation boundary of GIS, we systematically explore the relationships among GIS, dynamic capabilities and sustainable competitive advantages under different levels of environmental uncertainty. Based on 241 new Chinese green firms, the empirical results find that GIS helps enterprises to gain sustainable competitive advantages. However, in the process of strategy implementation, enterprises should choose appropriate methods according to different degrees of environmental uncertainty. In a low environmental uncertainty, dynamic capabilities play a full intermediary role between GIS and sustainable competitive advantages. However, in a high environmental uncertainty, dynamic capabilities have no mediating effect between GIS and sustainable competitive advantages. This study not only integrates green management theory and strategic management theory but also makes up for the deficiencies in research on these theories and has important reference value for enterprises that seek to carry out green innovation activities.

The relationship between Analytics Capability of an Organization (ACO) and both Supply Chain Disruption Orientation (SCDO) and Supply Chain Resilience (SCR) in order to achieve adequate operational performance in an era of environmental uncertainty is carried out in this study. Total three hypotheses (seven sub-hypotheses) using a survey of 405 respondents are collected via a pre-tested instrument and tested further. Results indicated the influence of ACO on both SCDO and SCR to achieve the desired degree of operational performance. However, under the moderation of environmental uncertainty, the link between ACO and SCDO was not supported, although the link between ACO and SCR was supported and this further enhanced operational performance. Further investigation of unsupported hypotheses using statistical analysis was conducted to gain deeper insights. It is explained how ACO impacted dynamic capabilities to influence operational performance. The contribution to theory of this study lies in explaining the role of dynamic capabilities that emerge from analytics as compared to the traditional view of supply chain classification. Further, the influence of environmental uncertainty on positioning dynamic capabilities strategically to address disruption in supply chains is discussed in the present study.