Purpose Recent disruptions have sparked concern about building a resilient and sustainable manufacturing supply chain. While artificial intelligence (AI) strengthens resilience, research is needed to understand how cloud adoption can foster integration, collaboration, adaptation and sustainable manufacturing. Therefore, this study aimed to unleash the power of cloud adoption and AI in optimizing resilience and sustainable performance through collaboration and adaptive capabilities at manufacturing firms. Design/methodology/approach This research followed a deductive approach and employed a quantitative method with a survey technique to collect data from its target population. The study used stratified random sampling with a sample size of 1,279 participants working in diverse manufacturing industries across California, Texas and New York. Findings This research investigated how companies can make their manufacturing supply chains more resilient and sustainable. The findings revealed that integrating the manufacturing supply chains can foster collaboration and enhance adaptability, leading to better performance (hypotheses H1-H7, except H5). Additionally, utilizing artificial intelligence helps improve adaptability, further strengthening resilience and sustainability (H8-H11). Interestingly, the study found that internal integration alone does not significantly impact collaboration (H5). This suggests that external factors are more critical in fostering collaboration within the manufacturing supply chain during disruptions. Originality/value This study dives into the complex world of interconnected factors (formative constructs in higher order) influencing manufacturing supply chains. Using advanced modeling techniques, it highlights the powerful impact of cloud-based integration. Cloud-based integration and artificial intelligence unlock significant improvements for manufacturers and decision-makers by enabling information processes and dynamic capability theory. 

Unleashing the power of cloud adoption and artificial intelligence in optimizing resilience and sustainable manufacturing supply chain in the USA

The massive disruptions caused by COVID-19 over the past three years have fully accelerated the digital transformation of the traditional shipping industry. An increasing number of studies have focused on how companies utilize digital technologies to reshape traditional business processes and build digital resilience, viewing it as an important means to enable quick rebound from crises. However, current research mostly measures the characteristics of digital resilience from a static perspective, with fewer studies revealing how digital resilience is built from a dynamic process perspective, which is an important issue for ports and shipping enterprises to consider how to prepare for the “next” potential shock in the VUCA era. Therefore, we conducted an in-depth longitudinal case study on a leading container shipping platform in China. By introducing the theoretical perspective of network orchestration, we propose a process model for the construction of digital resilience: “opportunity perception – orchestration role – resilience strategy”. The results demonstrate specific strategies and evolution mechanisms for enterprises to build digital resilience at different stages under crisis situations. This provides practical references for the container shipping industry to cope with potential crises through digital transformation. 

Strategies and mechanisms for building digital resilience of container shipping platform in crisis situations: A network orchestration perspective

PurposeThis study aims to investigate the factors influencing the adoption of data analytics in performance management. By examining the role of organizational and environmental contexts, this study contributes to the existing literature by proposing a novel and detailed technology-organization-environment (TOE) model for the complex interplay between firm characteristics and the adoption of data analytics. The results offer valuable insights and practical implications for organizations seeking to leverage data analytics for effective performance management.Design/methodology/approachThe research draws upon a data set encompassing over 21,869 companies operating across all European Union member states. A multilevel logistic regression model was developed to evaluate the influence of organizational and environmental factors on the likelihood of adopting performance analytics in organizations.FindingsThe findings indicate that the lack of awareness of the benefits of data analytics and its practical application to address specific business challenges is a significant barrier to its adoption. Organizational contexts, such as variable-pay systems, employee training, hierarchical structures and frequency of monetary rewards, also influence the adoption of data analytics.Research limitations/implicationsThe study informs managers about the strategic role of data analytics capabilities in performance management for improved business intelligence and driving data culture.Practical implicationsThe study helps managers understand the strategic role of data analytics capabilities in performance management, leading to improved business intelligence and fostering a data-driven culture in five key areas: structural alignment, strategic decision-making, resource allocation, performance improvement and change management.Originality/valueThe study advances the TOE theory, making it a more detailed and complete framework, particularly applicable to the adoption of performance analytics. It identifies the main factors of adoption that play a crucial role in this process.

Firm characteristics and the adoption of data analytics in performance management: a critical analysis of EU enterprises

PurposeThe present study investigated organizational resilience (OR) in the United Arab Emirates (UAE’s) energy sector to identify impactful technological and human variables and assess the hermeneutic effect of digital transformation on value co-creation and OR. The study also investigates the mediating role of value co-creation on a few covariates of OR.Design/methodology/approachThe questionnaire was sent out to 311 professionals in the energy sector, all affiliated with governmental organizations, using quota sampling. A total of 206 collated responses corresponding to the tested variables regarding the influences of digital transformation, employee resilience, innovation readiness, cyber resilience and value co-creation on OR were analyzed using structural equation modeling. Accordingly, a model of eight constructs and their 27 indicators was tested.FindingsInstituting flexibility and adaptability to technological advancements, as well as cyber resilience, was found to enhance digital transformation. The sense of self-efficacy of the professionals who participated in the study led them to develop innovation readiness and thus embrace creativity and encourage co-creation while maintaining collaborative efforts with customers and stakeholders. This mediated several technological and human variables, such as the importance of managers' understanding of customer needs, preferences and pain points, which involves actively seeking and valuing customer feedback to inform decision-making.Practical implicationsWhen iterative prototyping, continuous learning, and OR are integrated into an organization’s culture, they create a robust foundation for a customer-centric mindset. This mindset becomes ingrained in how employees approach their work and make purposeful decisions.Originality/valueThe present study drew empirical insights into OR in the UAE’s energy sector from a resource-based theory perspective. By identifying potential vulnerabilities and implementing appropriate mitigation measures, organizations can reduce the likelihood and impact of disruptions, which can ultimately help them maintain customer satisfaction and loyalty.

Going resilient with digital transformation, human capabilities and innovation readiness: empirical evidence from the energy sector

The massive disruptions caused by COVID-19 over the past three years have fully accelerated the digital transformation of the traditional shipping industry. Related research has also considered whether enterprises have digital resilience as an important basis for their ability to bounce back quickly from crises. However, few studies have demonstrated the building process of digital resilience during crisis situations, which is an important issue for port and shipping enterprises in the post-pandemic era to consider in preparing for the “next” potential shock. Therefore, to fill this gap, we present a more granular longitudinal case study and reveal the resilience strategies and evolutionary mechanisms that enabled a container transportation platform with numerous participants to rapidly recover and bounce back in different periods of the crisis. By introducing the theoretical perspective of orchestration roles, this paper constructs a process model of “opportunity perceived–orchestration role–resilience strategy” for the generation of digital resilience. Furthermore, we provide practical references for container shipping platforms to make appropriate choices on orchestration roles and resilience strategies under different crisis situations. 

Strategies and Mechanisms for Building Digital Resilience of Container Shipping Enterprises Under Crisis Situations: An Orchestration Role Perspective

PurposeThis paper shows how the interplay between organisational resilience and environmental complexity justifies the existence of differentiated yet successful approaches to digital transformation.Design/methodology/approachA multi-case method is applied to test our research hypotheses by contrasting the digital transformation of three Italian companies in the valves industry.FindingsDifferent combinations of technological and organisational tools, hence diversified digital transformations, can be successful, provided that they are supported by a coherent set of resilience factors and allow for the implementation of strategic approaches aligned with the resilience capacity of the firm.Practical implicationsAwareness that resilience capacity shapes digital transformation and the strategies available to engage with external complexity should focus managers to invest in the alignment and the reinforcement of the factors underlying organisational resilience.Originality/valueMost literature so far focused on the antecedents to digital transformation. In contrast, this paper focuses on the transformation process and highlights how the resilience capacity of the firm affects the unfolding of digital transformation and the emergence of diversified yet successful paths. In addition, in contrast with a dichotomous approach to external complexity this paper shows that digital transformation involves a mix of complexity reduction and complexity absorption strategies.

/pdf/resilience-complexity-and-digital-transformation-three-case-2mfa5tf3.pdf

Resilience, complexity and digital transformation: three case studies in the valves industry

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Resilience, complexity and digital transformation: three case studies in the valves industry