TY - JOUR
T1 - Enhancing Supply Chain Innovation and Operational Agility Through Knowledge Acquisition From the Social Media
T2 - A Microfoundational Approach
AU - Ghouri, Arsalan Mujahid
AU - Akhtar, Pervaiz
AU - Venkatesh, V. G.
AU - Ashraf, Aniqa
AU - Arsenyan, Gayane
AU - Tarba, Shlomo Y.
AU - Khan, Zaheer
N1 - Publisher Copyright:
© 1988-2012 IEEE.
PY - 2023/10/19
Y1 - 2023/10/19
N2 - This paper presents an examination of the interlocks between knowledge acquisition from social media (KAfSM), organizational microfoundation structure and design (OMFSaD), supply chain innovation (SCI), and operational agility (OA). These interlocks were tested on data collected from 172 managers/directors/CEOs of 96 firms operating in nine manufacturing industry sectors in Malaysia. Our findings suggest that OMFSaD plays a key role when interlinked with KAfSM. Furthermore, OMFSaD is significantly associated with SCI and OA, and SCI significantly correlates with OA and partially mediates the relationship between OMFSaD and OA. Our study’s outcomes are consistent with our understanding of IT‐enabled organizational capabilities—thus contributing to dynamic capability theory—and suggest that KAfSM helps to revamp processes, routines, and business operations in frequently changing environments. In this paper, we draw implications for research and practice.
AB - This paper presents an examination of the interlocks between knowledge acquisition from social media (KAfSM), organizational microfoundation structure and design (OMFSaD), supply chain innovation (SCI), and operational agility (OA). These interlocks were tested on data collected from 172 managers/directors/CEOs of 96 firms operating in nine manufacturing industry sectors in Malaysia. Our findings suggest that OMFSaD plays a key role when interlinked with KAfSM. Furthermore, OMFSaD is significantly associated with SCI and OA, and SCI significantly correlates with OA and partially mediates the relationship between OMFSaD and OA. Our study’s outcomes are consistent with our understanding of IT‐enabled organizational capabilities—thus contributing to dynamic capability theory—and suggest that KAfSM helps to revamp processes, routines, and business operations in frequently changing environments. In this paper, we draw implications for research and practice.
KW - Dynamic capabilities
KW - knowledge through social media
KW - manufacturing industry
KW - microfoundations
KW - operational agility (OA)
KW - supply chain innovation (SCI)
UR - http://www.scopus.com/inward/record.url?scp=85174856932&partnerID=8YFLogxK
U2 - 10.1109/TEM.2023.3316119
DO - 10.1109/TEM.2023.3316119
M3 - Article
SN - 1558-0040
VL - 71
SP - 12777
EP - 12791
JO - IEEE Transactions on Engineering Management
JF - IEEE Transactions on Engineering Management
ER -