School of Logistics and Management Engineering, Yunnan University of Finance and Economics, Kunming, 650221, China.
Environ Sci Pollut Res Int. 2023 Jan;30(4):10867-10879. doi: 10.1007/s11356-022-22917-w. Epub 2022 Sep 10.
The manufacturing industry has placed a greater emphasis on digital transformation, especially under the impact of COVID-19. However, the influence mechanism between digital transformation and supply chain resilience is still a topic of discussion. Resource orchestration theory indicates that a firm not only need to emphasize the investment of resources but also pays attention to the allocation of resources. Therefore, based on the resource orchestration theory, this study divides the digital transformation into digital transformation breadth and digital transformation depth and combines R&D spending (R&D intensity and R&D employee) and contingency factors (firm size) to construct a theoretical path of "digital transformation-supply chain resilience." This research uses fuzzy sets qualitative comparative analysis to explore how to configure the digital transformation to achieve high supply chain resilience based on data from 193 listed manufacturing firms. Using the fsQCA software, it was discovered that there were no necessary conditions for achieving high supply chain resilience; sufficient condition analysis revealed that there are six paths to achieving high supply chain resilience, four of which can be summarized as digital transformation driven and the other two as R&D spending driven. These several approaches highlight the complicated causal relationship between digital transformation and supply chain resilience, as well as give theoretical and practical recommendations for firms looking to implement digital strategies and enhance their supply chains.
制造业更加注重数字化转型，尤其是在 COVID-19 的影响下。然而，数字转型与供应链弹性之间的影响机制仍然是一个讨论的话题。资源协调理论表明，企业不仅需要强调资源的投入，还需要关注资源的配置。因此，本研究基于资源协调理论，将数字转型分为数字转型广度和数字转型深度，并结合研发投入（研发强度和研发员工）和应急因素（企业规模），构建了“数字转型-供应链弹性”的理论路径。本研究采用模糊集定性比较分析方法，利用 193 家上市制造企业的数据，探讨了如何配置数字转型以实现高供应链弹性。使用 fsQCA 软件发现，实现高供应链弹性没有必要条件；充分条件分析表明，有六种实现高供应链弹性的路径，其中四种可以概括为数字转型驱动，另外两种为研发支出驱动。这些方法突出了数字转型和供应链弹性之间复杂的因果关系，为企业实施数字战略和增强供应链提供了理论和实践建议。
