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Supply chain capabilities matter: digital transformation and green supply chain management in post-pandemic emerging economies: A case from Egypt

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  • Ahmed Hamdy

    (University of Science and Technology Beijing
    Assiut University)

Abstract

While COVID-19 has presented significant challenges, it has also facilitated the integration of digital technologies and generated prospects that have revived the emphasis on sustainable and ecologically conscious methodologies. But no effort has so far been made to grasp the interrelationships linking digital transformation technologies, green supply chain management (GSCM), and supply chain capabilities (i.e., SC agility and resilience) using dynamic capability theory in emerging markets like Egypt. The present article, besides attempting this task, explores the moderating role of COVID-19 fear-uncertainty in the link between digital transformation technologies and GSCM. To achieve this, a mixed-methods approach was taken to examine five hypotheses using a sample of 311 managers from industrial companies in Egypt. The theoretical framework was assessed with the partial least squares-based structural equation model (PLS-SEM) using Smart PLS. The outcomes revealed that second-order digital transformation directly impacts on GSCM. GSCM itself also positively affects SC agility and resilience. Furthermore, GSCM plays a mediating role in linking digital transformation technologies with SC agility and resilience. Lastly, it showed that COVID-19 fear-uncertainty moderates the direct influence of digital transformation on GSCM. In this regard, the outcomes are beneficial for decision-makers investing in the digital transformation of their SC processes. Finally, this article reviews the limitations but also assesses the substantial contributions to theory and practice made by the paper.

Suggested Citation

  • Ahmed Hamdy, 2024. "Supply chain capabilities matter: digital transformation and green supply chain management in post-pandemic emerging economies: A case from Egypt," Operations Management Research, Springer, vol. 17(3), pages 963-981, September.
    • Handle: RePEc:spr:opmare:v:17:y:2024:i:3:d:10.1007_s12063-024-00481-5
    DOI: 10.1007/s12063-024-00481-5
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