Maciel Manoel Queiroz

Purpose: This study aims to investigate how big data analytics culture (BDAC) contributes to the development of antifragile humanitarian supply chains. Specifically, this study examines the mediating role of transactive memory systems (TMSs) and the moderating role of the frequency of natural disasters in the relationship between TMS and antifragility. Design/methodology/approach: The authors collected 290 survey responses from key humanitarian professionals involved in disaster response operations. To test the proposed relationships among BDAC, TMS, antifragility and disaster frequency, the authors used Partial Least Squares Structural Equation Modeling (PLS-SEM). Findings: The results of this study reveal that BDAC enhances antifragility only when fact-based decision-making improves information credibility, member specialization and coordination, core manifestations of TMS. TMS fully mediates the relationship between BDAC and antifragility, while the positive effect of TMS on antifragility is stronger in contexts with frequent natural disasters. Originality/value: This paper advances the literature by empirically demonstrating TMS as the underlying mechanism linking BDAC to antifragility in humanitarian supply chains, showing how TMS operate as microfoundations of dynamic capabilities that enable collective sensing, coordinated decision-making and the reconfiguration of practices.

Despite growing interest in institutional voids within supply chain management and digital transformation, existing research remains theoretically limited. This study examines how institutional voids are conceptualized at the intersection of supply chain management and digital transformation. We conduct a systematic literature review of 56 peer-reviewed journal articles published between 2009 and 2025 and indexed in Scopus. Through a structured synthesis of this body of work, we analyze how the literature has evolved and where key theoretical limitations persist. The analysis identifies three research waves: an initial focus on institutional voids as barriers to supply chain functioning; a subsequent shift toward framing voids as opportunities for market expansion, frequently in bottom-of-the-pyramid contexts; and a more recent emphasis on digital transformation as a mechanism for navigating institutional weaknesses. Across these waves, our findings reveal chronic challenges, including the generic use of institutional voids as a proxy for the Global South and the under-theorization of informal institutional dynamics. We show that institutional voids are better understood as dynamic and socially embedded phenomena that co-evolve with technological adoption and strategic responses in supply chains. We present five research propositions and introduce a framework that explains how institutional conditions, digital transformation, and supply chain practices interact and recursively reshape one another over time. This study contributes to the literature by reconnecting institutional voids research with its seminal theoretical foundations, challenging normative development assumptions embedded in mainstream operations scholarship, and outlining a future research agenda grounded in context-sensitive, process-oriented institutional analysis. The findings also offer insights for practitioners who seek to leverage digital transformation to enhance supply chain resilience while refraining from reinforcing exclusionary or institutionally fragile outcomes.

While there is a long tradition of essays in business management and related fields (Spender, 2007; Suddaby, 2019), in logistics and supply chain

Contemporary logistics and supply chain management (L/SCM) face unprecedented disruption from emerging technologies, rising complexity, and escalating uncertainties, in which traditional approaches to value creation have limited reach. In this vein, this paper introduces a cross‐disciplinary theoretical toolkit that draws on unconventional (or less commonly used) theories from sociology, ecology, neuroscience, and complex systems science to advance the L/SCM conversations. We introduce novel perspectives on power dynamics, resilience, flow optimization, and decision‐making under uncertainty. These perspectives advance a clearer understanding of disruptive value creation, defined here as the generation of adaptive, inclusive, resilient, and ecologically integrated forms of value enabled by disruptive technologies and cross‐disciplinary reconfiguration of logistics systems. To guide both research and practice, we outline future‐oriented questions that provide a roadmap for pioneering strategies in L/SCM. The paper calls for a shift beyond efficiency‐driven paradigms toward adaptive, inclusive, and disruptive value creation. Thus, this paper seeks to inspire academic conversations while supporting managers with frameworks to guide and transform fast‐changing supply networks.

Purpose: Using the resource-based view (RBV), our study aims to provide theoretical and empirical insights into blockchain capabilities’ (BCs) compounded and sequential effects on supply chain competitive advantages (CA).Design/methodology/approach: We combined a systematic literature review and an expert interview. Interpretive Structural Modelling and a Matrix of Cross-Impact Multiplications Applied to Classification were used to determine the relationship between the capabilities. Simple Additive Weighting assessed each capability’s relative importance and impact.Findings: We reveal a sequential development path for BCs. Foundational capabilities, such as cybersecurity, provide immediate performance benefits, establishing a unique, valuable and inimitable resource. As firms progress to advanced capabilities, the compounded value of these capabilities generates a stronger, dynamic resource for sustained CA. Moreover, the study underscores the strategic importance of timing in adopting and developing BCs, as early adoption can secure a competitive edge difficult for later entrants to replicate.Practical implications: Our proposed framework guides managers in incorporating blockchain technology into supply chain management (SCM) processes once it demonstrates that firms can enhance their CA by prioritizing the technical basics BC, leveraging the informational capabilities in level two and enabling effective problem-solving through level three. Our framework also shows that a learning process occurs as BCs are used and their results are explored.Originality/value: Our study extends the RBV by demonstrating BCs’ cumulative and interdependent nature in SCM. It emphasizes the synergistic interactions between these capabilities, which collectively enhance CA.

Purpose: Over recent years, public health threats, economic losses and crises of confidence resulting from adverse events along the global food chains have pressured food traceability systems to operate more efficiently. Based on that, this paper aims to expand the body of knowledge on the connection between Industry 4.0 technologies and food chain traceability and how they have been integrated. Design/methodology/approach: Before conducting a systematic literature review (SLR), we consulted academic experts in traceability and Industry 4.0 technologies to define the leading 4.0 technologies adopted. We then developed protocols and criteria for article selection. Based on the developed codebook, we performed a content analysis, refining it through discussions with experienced researchers. Findings: This paper identified seven Industry 4.0 technologies applied in conjunction with support and device systems. These combinations hold promise for generating value for food chain traceability systems. Value for the food supply chain originates from five sources: trust, process improvement, data processing, security, sustainability and regulation. Besides, three barriers to implementing such traceability technologies were identified: resources, lack of structure, stakeholders and values. Research limitations/implications: While this study focused specifically on the food chain, the technology combinations, values, barriers and categories identified herein can inform analyses for other chains, e.g. the pharmaceutical chain. Moreover, due to the recent growth of this topic, some existing values and barriers may not have been fully explored and the technology combinations may vary slightly. Practical implications: The results of this study provide food chain professionals with a comprehensive understanding of the values and corresponding barriers associated with employing Industry 4.0 traceability technologies. This knowledge can be leveraged to develop effective strategies and implement improvements in traceability, thereby benefiting society and addressing identified barriers. Originality/value: This study expands the literature on using Industry 4.0 technologies for traceability in food chains, providing valuable directions to build safer, more efficient, transparent and potentially more sustainable food chains. Additionally, we provide promising avenues for future research.

Artificial intelligence (AI) is touted as a game changer for managers, yet few empirical studies have measured whether AI improves managerial decision-making performance. The authors argue that AI enhances decision-making when companies have the digital capabilities to support its adoption and a business strategy to justify it. Drawing from the AI and the decision-making literatures, a research model is proposed linking AI capabilities, digital capabilities, and digital business orientation to decision-making performance. A longitudinal study of managers and structural equation modeling were used to test the model. The results show that while AI capabilities enhance decision making performance, their strongest effect is on decision speed. The findings also confirm the roles of digital capabilities and business orientation in mediating the impact of AI capabilities on decision-making outcomes, underscoring the need for companies to develop complementary assets to maximize the impact of their AI investments.

Presents corrections to the article “Digital Supply Chain Capabilities: Mitigating Disruptions and Leveraging Competitive Advantage Under COVID-19”.