Alshawabkeh, Rawan Odeh; Rumman, Amani Rajab Abu; Al-Abbadi, Lina Hamdan
A icle
The nexus be ween digi al collabo a ion, analy ics
capabili y and supply chain esilience o he ood
p ocessing indus y in Jo dan
Cogen Business & Managemen
P o ided in Coope a ion wi h:
Taylo & F ancis G oup
Sugges ed Ci a ion: Alshawabkeh, Rawan Odeh; Rumman, Amani Rajab Abu; Al-Abbadi, Lina Hamdan
(2024) : The nexus be ween digi al collabo a ion, analy ics capabili y and supply chain esilience o
he ood p ocessing indus y in Jo dan, Cogen Business & Managemen , ISSN 2331-1975, Taylo &
F ancis, Abingdon, Vol. 11, Iss. 1, pp. 1-25,
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The nexus be ween digi al collabo a ion, analy ics
capabili y and supply chain esilience o he ood
p ocessing indus y in Jo dan
Rawan Odeh Alshawabkeh, Amani Rajab Abu Rumman & Lina Hamdan Al-
Abbadi
To ci e his a icle: Rawan Odeh Alshawabkeh, Amani Rajab Abu Rumman & Lina Hamdan Al-
Abbadi (2024) The nexus be ween digi al collabo a ion, analy ics capabili y and supply chain
esilience o he ood p ocessing indus y in Jo dan, Cogen Business & Managemen , 11:1,
2296608, DOI: 10.1080/23311975.2023.2296608
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Cogen Business & ManageMen
2024, VoL. 11, no. 1, 2296608
The nexus be ween digi al collabo a ion, analy ics capabili y and
supply chain esilience o he ood p ocessing indus y in Jo dan
Rawan Odeh Alshawabkeh , Amani Rajab Abu Rumman and Lina Hamdan Al-Abbadi
Business school, al-ahliyya amman uni e si y, amman, Jo dan
ABSTRACT
The majo aim o he s udy is o examine he impac o Digi al Collabo a ion (DC) and
Analy ics Capabili y (AC) on Supply Chain Resilience (SCRES). The s udy used da a
ga he ed om senio manage s o he ood p ocessing indus y in Jo dan using a
sel - epo ed ques ionnai e designed and dis ibu ed o a pu posi e sample ia email.
A pu posi e sample consis ed o 200 manage s. To achie e he aim o he s udy,
S uc u al Equa ion Modeling (SEM) wi h Pa ial Leas Squa es (PLS) was used o
analysis. Responses used in da a analysis composed 71% o he dis ibu ed
ques ionnai es. The s udy esul s suppo ed he hypo heses ha AC has posi i e
signi ican e ec s on DC and isibili y o he SCRES while DC shows signi ican e ec s
on eloci y and lexibili y o he supply chain. The s udy con ibu es o he body o
knowledge on Resou ce-based iew (RBV) and Supply chain li e a u e by emphasizing
ha he AC be ween companies is a key an eceden o DC as well as AC and DC a e
c ucial p e equisi es o o ganiza ions o imp o e hei pe o mance by suppo ing he
esilience o hei supply chains. In ligh o he s udy esul s, manage s and
decision-make s need o p io i ize and in es in imp o ing hei AC and os e ing DC
due o hei impac on SCRES, which is especially c i ical conside ing he inc easing
challenges ha o ganiza ions a e cu en ly acing, he inc easing s a e o unce ain y in
he ex e nal en i onmen , and he limi ed abili y o o ganiza ions o p edic hei abili y
o ob ain he esou ces and p oduc ion inpu s hey need.
IMPACT STATEMENT
In oday’s dynamic and unp edic able business en i onmen , he impo ance o supply
chain esilience, analy ics capabili y, and digi al collabo a ion canno be o e s a ed. These
elemen s se e as he backbone o o ganiza ions s i ing o h i e in an e a ma ked by
apid echnological ad ancemen s, global connec i i y, and un o eseen dis up ions, such
as he ecen global heal h c isis. Ou a icle del es in o he c i ical in e sec ion o hese
h ee i al componen s and hei p o ound impac on he sus ainabili y and success o
mode n businesses. We seek o con ibu e o he ad ancemen o knowledge in he ield
o supply chain managemen . Ou indings aim o bene i p ac i ione s, esea che s,
policymake s, and he b oade public by p omo ing mo e esilien , e icien , and sus ainable
supply chains. In doing so, we hope o inspi e o ganiza ions o emb ace he ans o ma i e
po en ial o analy ics capabili y and digi al collabo a ion, ul ima ely s eng hening supply
chain esilience in an inc easingly in e connec ed wo ld.
1. In oduc ion
Supply chains a ound he wo ld ha e been exposed o many se e e dis up ions and disas e s, some o
which we e caused by ex e nal sou ces, which we e in he o m o na u al haza ds such as ea hquakes,
loods, i es, and sunamis, and some we e unna u al such as wa s, e o is a acks, SARS, inancial c ises,
geopoli ical c ises, and mos ecen ly, he COVID-19 c isis (Dubey e al., 2023; I ano , 2018; Ponoma o
& Holcomb, 2009), as well as om in e nal sou ces, such as he loss o an excep ionally i al supplie , o
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup.
CONTACT Rawan odeh alshawabkeh [email p o ec ed].jo Business school, al-ahliyya amman uni e si y, amman 19111,
Jo dan
h ps://doi.o g/10.1080/23311975.2023.2296608
his is an open access a icle dis ibu ed unde he e ms o he C ea i e Commons a ibu ion License (h p://c ea i ecommons.o g/licenses/by/4.0/), which
pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
published allow he pos ing o he accep ed Manusc ip in a eposi o y by he au ho (s) o wi h hei consen .
ARTICLE HISTORY
Recei ed 29 Augus 2023
Re ised 12 Decembe
2023
Accep ed 13 Decembe
2023
KEYWORDS
Analy ics capabili y;
digi al collabo a ion;
supply chain esilience;
ood p ocessing indus y
companies; Jo dan
MANAGEMENT | RESEARCH ARTICLE
REVIEWING EDITOR
Pablo Ruiz, Uni e sidad
de Cas illa-La Mancha,
Spain
SUBJECTS
Social Sciences;
Economics, Finance,
Business & Indus y;
Business, Managemen
and Accoun ing;
P oduc ion, Ope a ions &
In o ma ion Managemen ;
Risk Managemen ;
Managemen o
Technology & Inno a ion
2 R. O. ALSHAWABKEH ET AL.
ine icien supply chain in eg a ion. These can lead o undesi able e ec s such as inc eased cos s, losses,
and ma ke sha e decline (Ponoma o & Holcomb, 2009; Yazdanpa as e al., 2021). One o he mos
a ec ing dis up ions o supply chains was COVID-19, which appea ed a he beginning o 2020 and led
o an unp eceden ed si ua ion ha a ec ed all aspec s o human li e mo e han e e (Al-Shbail e al.,
2021; Wadaa & AlAdama , 2020). COVID-19 caused ins abili y and dis u bances o supply chains by c e-
a ing an imbalance be ween supply and demand o many i al acili ies and ac i i ies (AlAmay eh, 2020;
Alomoush, 2021; Al-Shbail e al., 2021; I ano & Dolgui, 2020).
Today’s supply chains a e a complex ne wo k o i ms and a e mo e ulne able o ola ile dis u bances
han in he pas (Yazdanpa as e al., 2021). The good pe o mance o he supply chain o manu ac u e s
is a i al componen o inancial success and he achie emen o company objec i es, whe eas he
e ec i eness and obus ness o he supply chain ha will a ain a compe i i e ad an age o he o gani-
za ion (I ano e al., 2019). Howe e , he size, scope and cons uc ion o supply chains, and hei global
na u e, make hem suscep ible inc easingly o many dis u bances (G zybowska & S achowiak, 2022). This
equi es ha supply chains ope a e in an unin e up ed manne , which means ha hey mus be esilien
o sudden changes, and mus be wo kable, his is possible h ough moni o ing and esponding o dis-
up ions (Yazdanpa as e al., 2021). Thus, i was impe a i e o ake p oac i e solu ions and iden i y s a -
egies ha allow he supply chain o eco e and e u n o i s o iginal s a e o e en ans e i o i s
be e unc ional s a e (Jü ne & Maklan, 2011).
Supply chain esilience (SCRES) enables o ganiza ions o be p epa ed o un o eseen e en s mi iga es
he impac o dis up ions and imp o es he abili y o eco e quickly om hem. This is accomplished
by main aining con inui y a he le el o in e dependence while e aining con ol, o e he s uc u e and
unc ion (Ponoma o & Holcomb, 2009; Schol en & Schilde , 2015). The impo ance o SCRES and obus -
ness, as capabili ies o companies o e ec i ely handle dis up ions is ga ne ing a en ion om bo h
academia and indus y (Li e al., 2023). SCRES de ined as he capabili y o espond o dis u bances
h ough adequa e p epa a ion ahead o ime and main aining con inui y o ope a ions (Ponoma o &
Holcomb, 2009).
Based on his, he expe imen al and concep ual li e a u e shed ligh on many capabili ies ha help
he su i al and adap a ion o he supply chain and i s du abili y in he ace o changes, con inuous
dis u bances, and ex e nal shocks. Some s udies ocused on he impo ance o collabo a i e capabili ies
o build and imp o e a esilien supply chain, such as (Jü ne & Maklan, 2011; Schol en & Schilde , 2015),
and o he s udies ocused on he impo ance o da a analysis and i s ole in enhancing SCRES and p o-
ec ing i om sudden in e up ions (Dubey e al., 2021).
In oday’s economy ha based on in o ma ion echnology, digi al echnology ha plays an inc easing
ole in e e yone’s daily li e, he analy ics capabili y (AC) has become essen ial hese days and is high on
he agenda and p io i ies o he company o imp o e i s decision-making abili ies (Dubey e al., 2021).
Many companies emba k on digi al ans o ma ions, hey will o en need o acqui e and build da a ana-
ly ics capabili ies o undamen ally change hei decision-making p ocesses (D emel e al., 2017).
Acco ding o Ba ney (2001), he esou ce-based heo y p o ides be e cla i y o in es iga ing he powe
o he AC because i assumes ha an o ganiza ion ypically consis s o a se ies o unique esou ces and
capabili ies i possesses and how i o ganizes and uses esou ces ha allow i o achie e signi ican
compe i i e ad an ages. The AC o he o ganiza ion a ec s he ambidex e i y and speed o he supply
chain, which hen a ec s he company’s pe o mance.
The apid inc ease o In e ne use in he p e ious decades has imp essi ely con ibu ed o b inging
abou a majo change in a ious o ganiza ions, hei p ac ices, ac i i ies, and unc ions. Digi al collabo a-
ion (DC) in o ganiza ions oday has unde gone a majo change because o he use o he In e ne ,
communica ions, and in o ma ion echnology, which con ibu ed o he escala ion o o ganiza ional pe -
o mance. Wi h he inc easing challenges and dis up ions aced by supply chains, companies canno
espond o such challenges on hei own. They need o wo k and collabo a e wi h hei supply chain
pa ne s o be be e equipped o deal wi h such challenges and enhance he esilience o supply chains.
The e o e, companies mus ocus on imp o ing coope a ion, he speed o in e ac ions, and he in e-
g a ion o ope a ions wi h hei pa ne s in he supply chain in o de o be able o c ea e a esilien
supply chain ha is able o con inue and a oid shocks and in e up ions. Th ough collabo a ion, in o -
ma ion can low smoo hly and quickly be ween each membe and ac o o he supply chain h ough
COGENT BUSINESS & MANAGEMENT 3
communica ion abou he p esence o a need o change plans, change o de s, imp o e he quali y o
in o ma ion, o wha is ela ed o p oduc ion, in en o y, and anspo a ion issues (Banomyong, 2018).
This collabo a ion includes he exchange o in o ma ion and da a. Always and in any con ex , collab-
o a ion a ises om he in e ac ions o people and di e en en i ies. In he cu en e a, his equi es
au oma ed skills along wi h pe sonal skills, which may be inna e and appea in s yle and pe sonali y o
enhance collabo a ion, which is g ea ly in luenced using echnological means. The opics o collabo a-
ion, lea ning and knowledge ep esen basic pilla s in he ligh o he digi al socie y, which in e sec a
many poin s and a ec each o he (So en ino & Pe ena i, 2014). Howe e , op imizing digi ally d i en
SCRES is no only abou adop ing speci ic digi al echnologies o educe isk bu also in eg a ing digi al
echnologies in o he en i e SCRES sys em and c ea ing a digi al esilience managemen amewo k.
Fu he mo e, some li e a u e sugges s ha digi aliza ion and SCRES can con ibu e o highe le els o
pe o mance (Zhao e al., 2023a). Digi al ans o ma ion has a signi ican impac on SCRES (Yuan e al.,
2023). The ole o collabo a ion in he esilience o manu ac u ing companies is a con o e sial opic ha
dese es in es iga ion. Collabo a ion be ween manu ac u e s and supplie s includes he de elopmen o
ele an plans, p oposed solu ions, and ac ions o he s a egy inal supply chain. Mo eo e , hey mus
join ly assume ela ed esponsibili ies so ha coope a i e en e p ises can coo dina e, and e e y link can
be seamlessly connec ed (Yang, 2023). This is because coope a i e ela ionships and pa ne ships help
companies emain lexible, esilien , and adap able o change h ough engaging in in o ma ion sha ing,
coope a i e communica ion, and join e o s, which enhances he SCRES in e ms o i s eloci y, isibili y,
and lexibili y (Schol en & Schilde , 2015).
The impac o he ood p ocessing indus y on human heal h is di ec , in luencing aspec s such as
nu i ion and po en ial ood haza ds (Haddad, 2020). The g ow h and sus ainabili y o medium and small
en e p ises wi hin his sec o hinge on he ho ough aining and educa ion o hei human esou ces in
ood sa e y measu es and labo a o y es ing. Despi e being a hea ily egula ed ield unde he consis en
sc u iny o he Jo dan Food and D ug Adminis a ion (JFDA), i comp ises a signi ican numbe o in o -
mal small businesses. These businesses, including home-based en e p ises, a m ope a ions, and small
shops specializing in dai y p oduc s, A abic swee s, jams, pickles, and mo e, a e p edominan ly dispe sed
a ound Amman and in a ious go e no a es. Ac oss i s 11 sub-sec o s, alongside esh p oduce and ani-
mal husband y, he p ocessed ood indus y employed app oxima ely 49,935 wo ke s in 2017. Wi h e -
enues eaching JOD 4.112 billion in 2016, i cons i u ed 6.3% o he g oss domes ic p oduc (GDP). In
2017, he sec o ’s expo s amoun ed o JOD 524.8 million, making up 10.2% o Jo dan’s o al indus ial
expo s. The sec o ’s signi icance s ems om i s high le el o di e si y, encompassing businesses o all
sizes; o e 95% a e Mic o, Small, and Medium En e p ises (MSMEs), wi h 80% alling unde he ca ego y
o mic o and small en e p ises. I s impo ance is u he accen ua ed by i s o wa d and backwa d link-
ages in he economy, deg ee o in eg a ion, and he added alue gene a ed h ough hese connec ions.
Con ibu ing 25.9% o he ne added alue wi hin Jo dan’s indus ial economy, he sec o has e ol ed
in o a s a egic playe in bo h he indus ial and ag icul u al ealms (Hundaileh & Fayad, 2019).
Since he ood p ocessing sec o is one o he i al and c ucial sec o s in Jo dan, se ing as a pilla
o he Jo danian economy and a leading sec o in expo ing o o eign ma ke s, i was necessa y o
explo e he an eceden s and capaci ies ha we e p e iously ep esen ed o o i y he SCRES, enhancing
i s sus ainabili y, especially o his c ucial sec o . This enables o ganiza ions o main ain hei logis ical
ope a ions wi hou in e up ion o dis up ion. Hence, his s udy aims o explo e and assess he impac
o AC and DC on SCRES o he ood p ocessing indus y in Jo dan, wi h a ocus on h ee key dimensions.
Fi s , i will in es iga e he ex en o DC by examining he ex en o collabo a ion based on he use o
communica ion ools and pla o ms and in o ma ion sha ing wi hin he o ganiza ion and among supply
chain s akeholde s. Second, he s udy will assess he AC o he o ganiza ions, concen a ing on he use
o da a analy ics ools o enhance decision-making p ocesses h oughou he supply chain. Thi d, i will
explo e he cu en le el o SCRES, iden i ying an eceden s ha may impac he o ganiza ions’ esponse
o dis up ions. Addi ionally, he s udy will del e in o he in e connec ions be ween DC, AC, and SCRES
o unde s and hei syne gies and con ibu ions o challenges wi hin he indus y. I speci ically aims o
e alua e he e ec i eness o ad anced analy ics ools in bols e ing he ood p ocessing indus y’s supply
chain esilience by an icipa ing and esponding o po en ial dis up ions. The in es iga ion will also ocus
on he ole o DC pla o ms in enhancing eal- ime communica ion and in o ma ion sha ing among
4 R. O. ALSHAWABKEH ET AL.
s akeholde s wi hin he ood p ocessing supply chain, wi h a pa icula emphasis on imp o ing eloci y,
isibili y, and o e all lexibili y du ing dis up ions. The s udy will explo e he in luence o obus AC mea-
su es on he e ec i eness o digi al collabo a ion wi hin he ood p ocessing supply chain. Fu he mo e,
i will analyze he ou comes o AC and DC o iden i y ulne abili ies in he ood p ocessing supply chain
o mi iga e isks speci ic o he ood p ocessing indus y. Key pe o mance indica o s ela ed o AC and
DC e ec i eness wi hin he ood p ocessing indus y will be de ined and assessed o p o ide insigh s
in o he success o implemen ed s a egies in enhancing o e all supply chain esilience. Fu he mo e, he
s udy will iden i y bes p ac ices and success ul s a egies employed by indus y leade s o enhance DC,
AC, and o e all SCRES. Finally, he s udy will p opose ecommenda ions o imp o e he in eg a ion o DC
and AC, aiming o s eng hen supply chain esilience wi hin he speci ic con ex o he ood p ocessing
indus y in Jo dan.
In he cu en unp edic able en i onmen , i is c ucial o enhance SCRES e ec i ely. This is pa icula ly
signi ican as he AC and DC main ain a obus connec ion wi h SCRES. Speci ically, only a ew s udies ha e
examined he impac o AC on SCRES, and less a en ion has been paid o he impac o he DC on SCRES.
As a esul , p io esea ch has p edominan ly concen a ed on ei he in es iga ing he in luence o collabo-
a ion on SCRES o examining he impac o digi iza ion on SCRES ( o ins ance, Li e al., 2023; Dubey e al.,
2023; Uma & Wilson, 2021; Schol en & Schilde , 2015). O he s udies ha e del ed in o he e ec s o AC on
speci ic ace s o SCRES, such as lexibili y and eloci y (Bo es e al., 2017). Howe e , only a limi ed numbe
o s udies ha e endea o ed o delinea e he dimensions, subdimensions, and comp ehensi ely model hei
holis ic impac on supply chain pe o mance (Wamba & Ak e , 2019). To add ess his gap, his s udy o mu-
la es and alida es he AC and DC. I e alua es hei di ec in luence on SCRES by es ima ing he signi icance
o a ious dimensions and subdimensions wi hin hese capabili ies, elucida ing hei o e all e ec s on SCRES.
The es o ou s udy is o ganized as ollows. Sec ion 2 e iews ela ed li e a u e in mo e de ail and
de elops ou hypo heses. Sec ion 3 ocuses on s udy me hods, including s udy sample, da a collec ion,
measu emen , and s udy model. Sec ion 4 p esen s he da a analysis and esul s. Sec ion 5 summa izes
s udy esul s, discusses he heo e ical and p ac ical implica ions, and p esen s limi a ions and ecom-
menda ions o u u e esea ch.
2. li e a u e e iew and hypo heses de elopmen
This s udy d aws upon wo key heo ies, namely he Resou ce-Based View (RBV) and Dynamic Capabili y
Theo y (DCT). O iginally p oposed by Ba ney (1991), he RBV se es as a s a egic ool o elucida e he
c ea ion and sus enance o compe i i e ad an age. I con ends ha dispa i ies be ween compe ing i ms
s em om each i m’s dis inc i e abili y o iden i y and cul i a e a bundle o aluable, a e, inimi able,
and non-subs i u able esou ces. Despi e i s signi icance in supply chain managemen . The Dynamic
Capabili y Theo y (DCT) emphasizes a i m’s capaci y o in eg a e, build, and econ igu e in e nal and
ex e nal esou ces o adap in ola ile ma ke s (Teece e al., 1997; Teece, 2014).
The inco po a ion o Resou ce-Based Theo y (RBT) assumes a c i ical ole in delinea ing he ela ion-
ships wi hin ou model. RBT se es as a aluable amewo k ha allows us o sc u inize he dis inc i e
esou ces and capabili ies inhe en in Analy ical Capabili y (AC) and Digi al Collabo a ion (DC) and hei
subsequen impac on Supply Chain Resilience (SCRES). This an age poin p o es indispensable in com-
p ehending how o ganiza ions can ha ness hei unique compe encies o bols e esilience in he ace o
unce ain ies. Addi ionally, ou explo a ion o Dynamic Capabili ies Theo y (DCT) has been expanded o
shed ligh on i s in luence o e he ela ionships posi ed in ou s udy. In a dynamic en i onmen , dynamic
analy ics capabili ies and digi al collabo a ion become c ucial o supply chain lexibili y and adap abili y.
Hence, his s udy asse s ha AC and DC a e complemen a y dynamic capabili ies, con ibu ing o sus-
ainable compe i i e ad an age by le e aging da a-d i en insigh s o enhanced SCRES.
2.1. Digi al collabo a ion
The Web can o e a way o es ablish and imp o e long- e m ela ionships and collabo a i e wo k h ough
he de elopmen and deli e y o inno a i e p oduc s, cu ing-edge se ices, and complex models o
COGENT BUSINESS & MANAGEMENT 5
achie e cus ome sa is ac ion. Collabo a ion is suppo ed a he indi idual, g oup, and o ganiza ional
le els (Zwass, 2003). Gu soy e al. (2015) de ined ha he collabo a ion as a deep collec i e o i ude o
achie e common objec i es h ough sha ing he knowledge, con inuous lea ning, and ha mony c ea ion
be ween wo o mo e o ganiza ions.
Ha dwig and Weißmann (2021) desc ibed he Digi al collabo a ion (DC) as he amoun o employee
coope a ion wi h each o he h ough he use o digi al media o accomplish he asks and wo ks equi ed
o hem. I is ce ain ha his will ha e many ad an ages, bu he wo k can become mo e complex wi h
he p esence o digi al coope a ion, as i equi es he in oduc ion o new ools and p ocesses, and hus
inc eases he equi emen s o sel -o ganiza ion.
Zwass (2003) belie es ha DC can be enabled inside and ou side an o ganiza ion by in eg a ing
means and ools o e-mail, web-based g oup suppo sys ems, and web-based wo k low sys ems wi h
ask-speci ic so wa e ha suppo s compu e -aided design (CAD), simula ion, and isualiza ion.
Collabo a ion wi hin an o ganiza ion can be conduc ed ia an in ane , and collabo a ion be ween o ga-
niza ions ia ex ane s o he open In e ne . Emmanuel e al. (2018) belie es ha he adop ion o digi al
echnology in p oduc deli e y is seen as DC.
Collabo a ion h ough he web achie es many ad an ages a bo h le els (in e o ganiza ional and
in ao ganiza ional collabo a ion) including he apid esponse o changes in he en i onmen , espond-
ing quickly o ma ke oppo uni ies and e e sals, expansion o o ganiza ional knowledge wi h accom-
panying economies o ime and capi al, and ex ending he clien in o de o ensu e esponsi e and
e lec i e concep ual design o supplie s (Zwass, 2003). As o In e -o ganiza ional coope a ion is con-
ce ned wi h he ans e , collec ion and exchange o knowledge, echnology, asse s and business p o-
cesses, which helps o ganiza ions achie e much be e esul s han i hey wo ked sepa a ely (G easley
e al., 2008). Mo eo e , collabo a ion helps he o ganiza ions o ake ad an age om dis an and ha d- o-
each ma ke s, which leads o inc ease he o ganiza ional isibili y (Gu soy e al., 2015).
Digi al echnology ha encou ages di e en ypes o communica ion be ween indi iduals and o ga-
niza ions by assis ing he gene a ion, s o ing, and p ocessing o da a (AlMkaneen, 2021; Ibem & La yea,
2014), which leads o educed ime, e o s, and cos s due o enabling he In e ne o b ing abou coop-
e a ion and he de elopmen o o ganiza ions and hei ansi ion o digi al spaces and he seamless
exchange o da a and in o ma ion (An onelli e al., 2015). Mo eo e , Lindquis (2018) poin ed ha he
use o isual communica ion be ween di e en s akeholde s and decision make s can expand hei
knowledge and capabili ies ela ed o unde s anding, hinking, inspi ing, collabo a ing and e lec ing.
All his led o he eme gence o he e m o ‘collec i e in elligence’ which is he use o a se o s a -
egies ha seek o achie e collec i e posi i e esul s h ough con inuous in e ac ions be ween g oups
h ough he digi al space (Malone e al., 2010). DC ac s as a acili a o o inno a ion, and i also helps
o in eg a e people, g oups, and ins i u ions in o he supply chain (Shen e al., 2009), and his can be
achie ed by acili a ing and o ganizing coope a ion be ween people wi h di e en expe iences, and
online ne wo ks can help in c ea i e p oblem-sol ing (Yu e al., 2012).
The e o e, in ou s udy, we will de ine DC as he amoun o use o digi al media inside and ou side
he o ganiza ion, ha is, be ween membe s o pa ne s o he supply chain, and he ex en o hei use
o i du ing hei coope a ion o achie e common goals.
2.2. Analy ics capabili y
Analy ics capabili y (AC) has been inc easingly s udied by many esea che s. The e a e many AC de i-
ni ions in he p e ious li e a u e, o Wu e al. (2020), AC e e o he abili y o analyze, con e , and
p ocess da a in o aluable and use ul in o ma ion o suppo decision-making p ocess, by p o iding
wo hwhile insigh s, and e ealing pa e ns may imp o e by a i icial in elligence and digi iza ion, i
in ol es success ul adap a ion o da a, da a- ela ed echnologies, and da a- ela ed human esou ces.
AC is de ined as he abili y o an o ganiza ion o deploy da a and in o ma ion ela ed esou ces
(Gup a & Geo ge, 2016). The AC has been used o desc ibe o ganiza ional compe encies ha enable
he o ganiza ions o ga he , s o e, accumula e, isualize, and p ocess da a o de elop bene icial pe -
cep ions ha can a ain he compe i i eness, h ough he use o a se o ools, echniques and
6 R. O. ALSHAWABKEH ET AL.
p ocesses ha enable manage s o make he igh decisions in e icien and e ec i e way (Dubey
e al., 2021).
As p oposed by Ba ney (2001), AC clea ly in ol es iden i ica ion o da a esou ces, da a wa ehousing,
and da a analy ics, which ep esen s he de elopmen o in angible o ganiza ional esou ces. T kman
e al. (2010) de ine AC as he ‘applica ion o a ious ad anced analy ic echniques o da a o answe
ques ions o sol e p oblems’. The impo ance o AC can be de e mined by he abili y o imp o e decision
models, analyze cos -bene i and cos -e ec i eness o inpu s and ou pu s, be e iden i y po en ial ma -
ke oppo uni ies, and imp o e he communica ion ela ionship be ween di e en business uni s and
di e en unc ions wi hin he o ganiza ion (Kha ab e al., 2022), which enhancing cus ome expe iences
(Elia e al., 2022).
P e ious s udies ha e con i med ha ealizing he comme cial alue o big da a due o i s AC, hey
emphasize ha i depends no only on da a quali y bu also on he quali y o da a collec ion, s o age,
and analysis p ocess. They also poin ou ha he abili y o AC includes he in angible abili y o suppo
he business decisions o o ganiza ions (Kha ab e al., 2022).
Re u ning o many o he p io li e a u es, i can be said ha AC consis s o echnical, adminis a i e
and o ganiza ional dimensions. The echnical dimension o AC includes he use o cu ing-edge echno-
logical ools and expe ise ela ed o da a acquisi ion and s o age, da a so wa e and da a isualiza ion,
and a ious ypes o AC. The manage ial dimension includes human knowledge ega ding da a and da a
analysis, including manage ial, domain, and o ganiza ional knowledge and expe ience. The o ganiza ional
dimension o AC is ela ed o o ganiza ional s uc u e, lea ning, and cul u e. AC ela ed o u ilizing da a
gene a ed by di e en in o ma ion sys ems o decision suppo , sol ing business p oblems, achie ing
s a egic goals, and o iden i ying new p oblems o solu ions om da a, which a e no usually seen by
he business in hei no mal ope a ions (Madhala e al., 2023).
Depending on as sugges ed by Sinco á e al. (2018a) and Sinco á e al. (2018b) whe e AC concep u-
alized as a cons uc consis o h ee dimensions:
• S a is ical abili ies e e o he abili y o use quan i a i e da a by de eloping logical, c i ical, and
analy ical hinking abou o ganiza ional eali y.
• Business capabili ies ela ed o he abili y o iden i y p oblems, de elop solu ions, and implemen
hem, which helps o make he igh decisions based on da a and ac s, and de elop exp ession and
communica ion compa ible wi h he business en i onmen .
• In o ma ion echnology capabili ies and p o iciency ela ed o he abili y o use compu e modeling
o bene i om he ope a ion o machines and in o ma ion sys ems.
2.3. Supply chain esilience
Recen ly, he impo ance o supply chain esilience (SCRES) was a he o e on o minds o manage s
and decision make s in odays’ o ganiza ions, especially because o he e ec s o Co id-19 on a ious
socie ies (Elwood, 2021). The i s amous s udy on SCRES was launched in he ea ly 2000s, esul ing in
he dis u bances o anspo igge ed by pe oleum complain s and he e up ion Diseases. Nex ha ,
expe s om he C an ield Uni e si y dealing wi h he issue o esilience, which equi ed in-dep h and
de ailed esea ch on he issue o lexibili y and he abili y o main ain logis ical supplies (Pe i e al.,
2010). SCRES inc eases as capabili y inc eases and as ulne abili y o dis u bances dec eases (Yazdanpa as
e al., 2021), mo e and mo e o ganiza ions paid a en ion o i .
SCRES has been de ined in many li e a u es as he adap i e capaci y o he Supply Chain o educe
he likelihood o encoun e ing sudden dis up ions o any unexpec ed e en s, esis ing he sp ead o
dis up ions by main aining con ol o e s uc u es and unc ions, and eco e and espond by immedia e
and e ec i e eac i e plans o anscend he dis u bance and es o e he supply chain o a main ain he
con inui y o ope a ions while e aining he sys em’s basic unc ion and s uc u e (Ca alho e al., 2012;
Ch is ophe & Peck, 2004; Holling, 1973; Kamalahmadi & Pa as , 2016; Ponoma o & Holcomb, 2009;
Yazdanpa as e al., 2021). I ano (2018) de ined SCRES as he abili y o sus ain, pe o m and ecupe a e
o adap planned implemen a ion along wi h achie emen o he planned pe o mance. As Tan e al.
COGENT BUSINESS & MANAGEMENT 7
(2019) poin ed ha SCRES is he abili y o a supply chain (SC) o esis dis u bances and ecupe a e i s
ope a ional capabili y a e dis u bances. Whe eas Hosseini e al. (2019) indica ed ha he deg ee o SC
esilience is based on i s ulne abili y (Vol) and eco e abili y (ReC). Simila ly, Melnyk e al. (2014) de ined
i as he abili y o a supply chain o bo h esis dis u bances and eco e ope a i e capabili y a e dis-
u bances happen.
The SC can be esilien i i is capable o cap i a ing he undesi able e ec s o unp edic ed u bu-
lences and unexpec ed isk e en s o be p epa ed o , less ulne able o supply chain dis up ions,
esponding and eco e ing quickly om hem by being mo e p o icien o abso bing mo e shock esul -
ing om supply chain dis u bance in o de o inc ease cus ome sa is ac ion, inancial pe o mance, and
i s ma ke sha e (Hohens ein e al., 2015; Ponoma o & Holcomb, 2009).
Di e en au ho s iden i ied mul iple phases o SCRES, we can summa ize hem as ollows in Table 1.
Resea che s ha e been deal wi h SCRES om a ious poin s o iew, bu he e is a clea ag eemen
be ween hem, which mos o he li e a u e indica ed ha he SCRES con ains o many measu emen s,
and he Table 2 shows he subdimensions adop ed by he esea che s in di e en esea ch en i onmen s,
which a e as ollows.
Upon e iewing he mul iple pe spec i es o SCRES in he p e ious li e a u es ha we e add essed by
esea che s, i became e iden ha he h ee dimensions ( eloci y, isibili y, and lexibili y) a e he mos
equen ly ecu ing in p io esea ch ha explo ed he opic o SCRES. Fu he mo e, hey a e app op ia e
o he s udy popula ion. As pa o he analysis, he s udy excluded collabo a ion a e con i ming he
adop ion o DC as an independen a iable, assuming i s impac on SCRES. The ollowing is an explana-
ion o he concep s o each o he h ee sub-dimensions adop ed in he s udy:
• Veloci y (VEL):
Veloci y e e s o he o al ime i akes o mo e p oduc and ma e ials om one end o he supply
chain o he o he ’ (Da a, 2017; Riglie i e al., 2021). Jü ne and Maklan (2011) de ined i as he
spewed o he supply chain can eac o any ma ke changes o possible e en s. Veloci y places a
s ong emphasis on he supply chain’s esponse and eco e y e iciency.
• Visibili y (VIS):
Riglie i e al. (2021) s a ed ha isibili y is a clea iew o ups eam and downs eam in en o ies,
demand and supply condi ions, and p oduc ion and pu chasing schedules’ also hey di ided i in o:
Visibili y o e dis up i e e en s (VoE), Visibili y o e isks (VoR), Visibili y o e supplie s’ ac i i ies and
pe o mance (VoS). Jü ne and Maklan (2011) de ined i as he ex en o which supply chain ac o s
ha e he abili y o access o sha e he SC ope a ions’ in o ma ion, managemen and o he ac o s
conside as being use ul o hei ope a ions.
• Flexibili y (FLX):
One o he h ee main ways o build SCRES, Fayezi e al. (2017) de ine i as he ope a ing capabili y
o he supply chain and i s main associa es o pa ne s o be sensi i e o he sligh o majo en i-
onmen al changes, app op ia ely make a decision abou eal ci cums ances, apidly change wi h
li le e o and cos , and inally, make an e ec i e in eg a ion o supply chain ela ionship o con ol
he sys em. Jü ne and Maklan (2011) de ined i as he ease o supply chain o change i s possible
op ions and he deg ee o he he e ogenei y be ween he op ions in o de o adap o cope wi h a
ange o ma ke dange s o possible e en s while pe o ming compa ably well.
Table 1. he mul iple phases o sCRes.
au ho (s) (Yea ) sCRes phases
Pe i e al. (2010)Respond, Reco e , and g ow
Jü ne and Maklan (2011)Respond and Reco e
Ponoma o and Holcomb (2009);
al-Hakimi and Bo ade (2020);
goaill and al-Hakimi (2021)
Readiness, Response and Reco e y
Hohens ein e al. (2015)Readiness, Response, Reco e y and g ow h
Kamalahmadi and Pa as (2016)an icipa ion, Resis ance, Reco e y and Responses
Hend y e al. (2019)
ali e al. (2017)
P e-dis up ion, Du ing dis up ion and Pos -dis up ion
Wieland and Du ach (2021)adap abili y, ans o mabili y, Fo eseeing and in luencing de elopmen s ha occu ou side o he supply chain
Zhao e al. (2023b)P epa edness, Response, and Reco e y adap a ion o he u u e
14 R. O. ALSHAWABKEH ET AL.
3.4. In eg a ing PLS and AMOS in s uc u al equa ion modeling: A comp ehensi e app oach
This subsec ion elucida es he a ionale behind he bi u ca ed use o Pa ial Leas Squa es (PLS) o
hypo hesis es ing and Analysis o Momen S uc u es (AMOS) o model i analysis, highligh ing he
ad an ages and speci ic applica ions o each me hod.
S uc u al Equa ion Modeling (SEM) s ands as a e sa ile me hodology o es ing complex hypo heses
and ela ionships wi hin a heo e ical amewo k. The selec ion o Pa ial Leas Squa es (PLS) as he
me hodology o hypo hesis es ing is based on i s in insic capabili ies in managing small sample sizes
and conduc ing explo a o y esea ch (Hai e al., 2017). PLS p o es pa icula ly e ec i e when he main
emphasis is on e i ying speci ic hypo heses and es ablishing connec ions among la en cons uc s. A e
o mula ing and assessing he ini ial hypo heses using PLS, i becomes c ucial o shi o AMOS o a
comp ehensi e examina ion o model i . AMOS, being a co a iance-based SEM echnique, o e s a mo e
igo ous assessmen o how well he s uc u al model aligns wi h he da a (By ne, 2010).
AMOS p o ides a comp ehensi e e alua ion o model i wi h a a ie y o i indices, such as chi-squa e,
Compa a i e Fi Index (CFI), and Roo Mean Squa e E o o App oxima ion (RMSEA), con ibu ing o a
holis ic assessmen . Mo eo e , AMOS enhances he unde s anding o la en a iable ela ionships h ough
s anda dized pa h coe icien s, aiding in he in e p e a ion o he s eng h and di ec ion o p oposed
pa hs (By ne, 2010). Con e sely, PLS demons a es esilience in explo a o y esea ch, p o ing e ec i e in
si ua ions wi h limi ed sample sizes and insensi i i y o non-no mali y, making i especially sui able o
hypo hesis-gene a ing inqui ies. Addi ionally, PLS excels in managing o ma i e cons uc s, p o iding an
e icien me hod o accommoda e such cons uc s and os e ing a nuanced comp ehension o in ica e
phenomena (Hai e al., 2017).
In summa y, he s a egic usion o PLS o hypo hesis es ing and AMOS o model i analysis in SEM
allows esea che s o le e age he unique s eng hs o each me hod. PLS se es as a obus ool o
es ing speci ic hypo heses and explo ing ela ionships, while AMOS p o ides a s ong ounda ion o
ho ough model i assessmen , gua an eeing he s uc u al model’s alidi y and eliabili y. This in e-
g a ed app oach ele a es he o e all quali y and c edibili y o SEM s udies.
3.5. S udy measu emen model
This sec ion begins wi h a summa y o he indings ob ained om he measu emen s udy. A c i ical
componen o his analysis is he u iliza ion o con i ma o y ac o analysis, ypically execu ed h ough
s uc u al equa ion modeling (SEM), o e alua e he eliabili y and alidi y o he measu emen s. The
Figu e 2. s udy amewo k.
COGENT BUSINESS & MANAGEMENT 15
su ey ins umen employed a i e-poin Like scale o anking. On he o he hand, he indings o
Ga son (2012) sugges ha he ac o loading (L) is he measu e which assis in e ms o de e mining
he a iance which is ex ac ed by he ac o om a a iable. The esul s o he measu emen model as
illus a ed in Table 5 showed ha all ac o loadings a e accep able since hei alues a e g ea e han
0.70. Reliabili y as a measu e o in e nal consis ency was es ed using C onbach’s alpha (α) and compos-
i e eliabili y (CR). Values o bo h measu es should be g ea e han 0.70 (Hai e al., 2017). Con e gen
alidi y was measu ed by he a e age a iance ex ac ed (AVE), which should be highe han 0.50 (Hai
e al., 2017); Disc imina ing alidi y was es ed ia He e o ai -Mono ai Ra io (HTMT), which should be
less han 0.90 (Hensele e al., 2015). On he o he hand, his measu e is used o he pu pose o de e -
mining ha he cons uc s a e dis inc om each o he . Wi h e e ence o Table 5, all he cons uc s a e
dis inc a e dis inc as none o he alues exceeds he h eshold o 0.9 and based on he highes alue
o HTMT which is compu ed o be 0.891.
4. Empi ical esul s and discussion
4.1. S uc u al model e alua ion
The s udy also e alua ed he s uc u al model h ough PLS-SEM analysis o check he in e es ed model
pa hs and he ela ions be ween he a iables and es he s udy hypo heses. The concep ual model
(Figu e 3) was examined and es ed using SEM analysis wi h he app oach o he maximum likelihood
es ima e.
Figu e 3 shows R-squa ed alues ha s amp he abili y o he model o p edic he dependen a i-
ables. Acco ding o Hai e al. (2011), a s uc u al model can be e alua ed using R2 and S one–Geisse ’s
Q2 alues. R2 alues be ween 0.25 and 0.50 a e deemed mode a e while Q2 should be la ge han ze o.
I can be no ed ha he model is able o p edic 38% o he a iance in DC, 48% in Veloci y, 45% in
Visibili y, and 60% in lexibili y. Mo eo e , he esul s showed ha all Q2 alues we e g ea e han ze o
(0.271–0.437).
4.2. Hypo heses es ing
Tes ing o he se en esea ch hypo heses is shown in Figu e 4. Ou o he se en pa hs, ou we e signi -
ican a P- alue less han 0.05, which means ha ou hypo heses we e suppo ed by he cu en da a.
The s uc u al model was alida ed and es ed. The adequacy o he hypo hesized model’s goodness-o -
i was assessed h ough a ious indices, including he Chi-squa e o deg ee o eedom a io (χ2/d ),
goodness o i index (GFI), compa a i e i index (CFI), and oo mean squa e e o o app oxima ion
(RMSEA). The esul s a e summa ized in Table 6, demons a ing ha he s uc u al model mee s he c i-
e ia o goodness-o - i indices, wi h χ2/d ≤ 5, CFI ≥ 0.90, RMSEA ≤ 0.08, and GFI ≥ 0.90.
Table 7 illus a es de ailed esul s o s udy hypo heses es ing. The e is a signi ican e ec o DC on
bo h eloci y (Es ima e = 0.765, = 13.71, P = 0.000) and lexibili y (Es ima e = 0.692, = 12.93, P = 0.000)
Table 5. Resul s o s udy measu emen model.
Cons uc s i ems L* α CR** aVe*** aC DC FLX Vis VeL
aC aC2 0.768 0.730 0.845 0.645 –
aC3 0.758
aC4 0.878
DC DC1 0.897 0.852 0.909 0.770 0.745 –
DC2 0.852
DC4 0.883
FLX FLX1 0.929 0.741 0.882 0.789 0.699 0.891 –
FLX2 0.846
Vis Voe 0.869 0.817 0.890 0.730 0.797 0.600 0.452 –
VoR 0.776
Vos 0.911
VeL VeL2 0.759 0.694 0.829 0.619 0.489 0.863 0.690 0.838 –
VeL3 0.862
VeL4 0.734
*L: Loading **CR: Composi e Reliabili y ***aVe: a e age Va iance ex ac ed.
16 R. O. ALSHAWABKEH ET AL.
while he e is no signi ican e ec o DC on isibili y (Es ima e = 0.167, = 1.846, P = 0.065). These esul s
suppo ed H1 and H3 and ejec ed H2. Rega ding H4, H5, and H6, he esul s unde lined a signi ican
e ec o AC on isibili y (Es ima e = 0.557, = 10.35, P = 0.000) whe eas no signi ican e ec s o AC on
eloci y (Es ima e = 0.136, = 1.555, P = 0.120) and on lexibili y (Es ima e = 0.115, = 1.713, P = 0.087).
The e o e, H5 was accep ed and H4 as well as H6 we e ejec ed. Finally, he e ec o AC on DC was
signi ican (Es ima e = 0.619, = 15.72, P = 0.000), hus, H7 was accep ed.
In line wi h he cu en esul s, Bo es e al. (2017) ound a signi ican impac o DC on eloci y and
lexibili y. In e ms o he e ec s o AC, S ini asan & Swink (2018) indica ed ha AC signi ican ly a ec s
VIS. Mo eo e , Roßmann e al. (2018); AlShbail e al. (2021); Lagui e al. (2023) ound a signi ican ela-
ionship be ween AC and SCRES & o e coming SC dis up ions. Conce ning he e ec o AC on DC,
Redmond e al.’s (2012) e ealed ha AC p ac ices had signi ican e ec s on DC. Acco ding o he s udies
o Wienga en e al. (2016); Gold e al. (2020); and Milhomem e al. (2022), he e is a signi ican posi i e
associa ion be ween collabo a ion and AC. also, Dubey e al. (2021) ound a posi i e ela ionship be ween
AC and he SCRES, o ganiza ional lexibili y, and compe i i e ad an age. Fu he mo e, he cu en s udy
a e consis en wi h some p e ious s udies. Fo example, Li e al. (2023) and Dubey e al. (2023) e ealed
ha digi aliza ion had a signi ican e ec on SCRES, obus ness, and du abili y. Uma and Wilson (2021)
epo ed signi ican e ec s o he e ical and ho izon al collabo a ion p ac ices on bo h supply chain
su i e and h i e. Acco ding o Schol en and Schilde (2015), he e is a signi ican e ec o collabo a i e
ac i i ies on he isibili y, eloci y, and lexibili y o he supply chain. Despi e ag eemen s and disag ee-
men s wi h p e ious s udies, he cu en s udy engende s a signi ican con ibu ion as he nex sec ion
highligh s. In pa icula , he ole ha o he SCRES will play in enhancing he o ganiza ion’s pe o mance
and su i al, especially i s ope a ional pe o mance in ligh o con empo a y challenges and unce ain y
in he su ounding en i onmen .
Figu e 3. e alua ion o s udy s uc u al s udy.
COGENT BUSINESS & MANAGEMENT 17
5. S udy con ibu ion and implica ions
The cu en s udy has bo h heo e ical and p ac ical implica ions. The s udy con ibu es o he li e a u e
h ough examining he impac o AC and DC o SCRES conside ing he lack o heo e ical and empi ical
s udies on such an impac . P e ious wo ks we e in e es ed in in es iga ing he impac o AC on o he
cons uc s such as collabo a ion beha io (e.g. D emel e al., 2017; Uma & Wilson, 2021), Digi aliza ion
(Li e al., 2023). Howe e , o he s udies we e conce ned wi h explo ing he impac o AC on some aspec s
o SCRES o pe o mance such as lexibili y and eloci y (Bo es e al., 2017). Mo eo e , he s udy explo ed
he impac o DC on SCRES dimensions and he e o e illed he gap in li e a u e in his ega d. Resea che s
obse ed ha p e ious s udies did no speci ically examine he impac o DC, ei he wi hin o ou side
he o ganiza ion on he SCRES. Mos p e ious s udies ocused ei he on examining he impac o
Figu e 4. Pa hs o s udy s uc u al model.
Table 6. goodness-o - i esul s.
goodness o i index Model esul s C i e ia Conclusion
χ2 adjus ed o deg ees o eedom (χ2/d ) 1.87 ≤ 5 good- i
goodness o i index (gFi) 0.922 ≥ 0.90 good- i
Compa a i e i index (CFi) 0.918 ≥ 0.90 good- i
Roo mean squa e e o o app oxima ion (RMsea) 0.061 ≤ 0.08 good- i
Table 7. Resul s o s udy hypo heses es ing.
H Pa hs es ima e sD alues P ob
H1 DC → Veloci y 0.765 0.056 13.71 0.000***
H2 DC → Visibili y 0.167 0.091 1.846 0.065
H3 DC → Flexibili y 0.692 0.053 12.93 0.000***
H4 aC → Veloci y −0.136 0.087 1.555 0.120
H5 aC → Visibili y 0.557 0.054 10.35 0.000***
H6 aC → Flexibili y 0.115 0.067 1.713 0.087
H7 aC → DC 0.619 0.039 15.72 0.000***
no e: *p < 0.05; **p < 0.01; ***p < 0.001.
18 R. O. ALSHAWABKEH ET AL.
collabo a ion on SCRES o on explo ing he impac o digi iza ion on SCRES (e.g. Dubey e al., 2023,
Uma & Wilson, 2021; Li e al., 2023; Schol en & Schilde , 2015).
This lends ou s udy a dis inc i e and aluable scien i ic and p ac ical con ibu ion, dese ing u he
explo a ion. As i es ablishes ha DC and he use o ad anced digi al ools in ela ionship managemen
ha e a signi ican impac on he SCRES and educing i s dis up ions. This is pa icula ly ele an as ou
s udy uniquely ocuses on he ood p ocessing indus y, a sec o ha consis en ly plays a c ucial ole
a bo h he local and na ional le els. I se es as a cen al componen o main aining he heal h and
sus ainabili y o indi iduals and con ibu es signi ican ly o economic g ow h. Addi ionally, he s udy
con ibu es o he li e a u e ia es ing he impac o AC on SCRES. Theo e ically, he s udy en iches he
li e a u e and es ablishes a heo e ical ounda ion on AC, DC, and SCRES. P ac ically, he s udy empha-
sized he impo ance o DC o eloci y and lexibili y as aspec s o SCRES well as he impo ance o
AC p ac ices o bo h DC and isibili y. Based on hese con ibu ions, he s udy de ises schola s o
in es iga e he e ec s o AC on he o he dimensions o SCRES (i.e. eloci y and lexibili y), and he
e ec o DC on isibili y. Manage s, on he o he hand, a e eques ed o pay a g ea a en ion o DC o
heigh en isibili y and o AC o imp o e bo h eloci y and lexibili y.
This can be achie ed by enhancing he use o digi al media and elec onic ools, keeping ack o
de elopmen s and upda es in his ield, and con inually upda ing hem while managing collabo a ion
wi hin he o ganiza ion and wi h ex e nal pa ies. Ensu ing he eloci y and lexibili y o he supply chain
equi es he p esence o DC as one o he key p e equisi es o achie ing SCRES, as demons a ed by he
esul s o he cu en s udy. This esul is logical, as keeping up wi h digi al ad ancemen s and le e aging
mode n echnological ools will ha e a signi ican impac on sa ing ime, e o , and money. This makes
he o ganiza ion mo e e icien in managing i s ela ionships, ensu ing he con inui y o i s ope a ions
and p oduc i i y, and a oiding dis up ions in he supply chain o e en delays in i s p ocesses. Pa icula ly,
DC will enhance he lexibili y o he supply chain, inc easing i s ope a ional capaci y o main ain ela-
ionships wi h o he pa ies and mi iga e he impac o ex e nal en i onmen al a iables, o e en educe
hei nega i e e ec s.
The esul s o his s udy also ha e ound ha AC has an impac on he supply chain isibili y. This
leads us o encou age o ganiza ions o enhance hei abili y o collec , s o e, accumula e, isualize, and
p ocess da a in an ad anced manne , le e aging i o sol e he p oblems hey ace. This ensu es SCRES
and i s con inui y. I also p o es ha bo h DC and AC play complemen a y oles, oge he achie ing he
SCRES dimensions. Conside ing ha lexibili y, eloci y, and isibili y a e undamen al pilla s o supply
chain esilience, his is wha p e ious s udies ha e ocused on. This p omp s us o ad ise manage s and
decision-make s in he examined indus y o ocus on hese essen ial capabili ies o ensu e he sus ain-
abili y o hei o ganiza ions despi e he challenges hey may encoun e .
S udy esul s showed ha he e was a s a is ically signi ican impac o DC and AC on SCRES, This may
be due o digi al capabili ies and he ole hey play in ollowing up, upda ing, s o ing, p ocessing and
sha ing da a, which gi es companies he abili y o make he igh decisions a he igh ime, especially
in he p esence o pa icipa o y collabo a ion inside and ou side he o ganiza ion suppo ed by a ious
digi al means o communica ion. This will help enhance he o SCRES, con inue i s ope a ions wi hou
in e up ion, and enhance i s ope a ional pe o mance.
Based on he s udy indings, we can say ha he SCRES in he ood p ocessing indus y holds signi -
ican impo ance, pa icula ly in ela ion o analy ics capabili y and digi al collabo a ion. A esilien sup-
ply chain, suppo ed by obus analy ics capabili ies, enables he ood p ocessing indus y o iden i y and
assess po en ial isks. AC can p o ide p edic i e insigh s, allowing p oac i e isk mi iga ion s a egies. DC
enhances isk managemen by acili a ing eal- ime communica ion and in o ma ion sha ing among sup-
ply chain pa ne s. Addi ionally, ope a ional con inui y is op imized h ough AC, aiding in e icien
decision-making p ocesses. In he ace o dis up ions, a esilien supply chain, coupled wi h DC ools,
ensu es unin e up ed ope a ions. Collabo a i e pla o ms enable swi communica ion and coo dina ion,
minimizing down ime and main aining ope a ional con inui y.
Fu he mo e, adap abili y o change h ough a esilien supply chain is c ucial in he dynamic ood
p ocessing indus y. AC helps in unde s anding ma ke ends, consume beha io , and demand luc ua-
ions. A esilien supply chain, suppo ed by DC, allows o agile esponses o changes, ensu ing he
indus y can adjus p oduc ion, dis ibu ion, and logis ics e icien ly. Mo eo e , AC con ibu es o e icien
COGENT BUSINESS & MANAGEMENT 19
esou ce alloca ion by p o iding da a-d i en insigh s in o demand o ecas ing, in en o y managemen ,
and esou ce u iliza ion. Combined wi h DC, his op imizes esou ce alloca ion ac oss he supply chain,
enhancing o e all e iciency and educing was e.
Based on he s udy indings highligh ing he impac o AC and DC on SCRES, conside he ollowing
ecommenda ions: Ad oca e o he adop ion o ad anced analy ics ools, inco po a ing p edic i e ana-
ly ics, da a modeling, and machine lea ning o enhance he abili y o o esee po en ial dis up ions and
make in o med decisions. Encou age he use o DC pla o ms ha acili a e eal- ime communica ion and
in o ma ion sha ing inside he o ganiza ion and among supply chain pa ne s, imp o ing coo dina ion,
esponsi eness, and o e all lexibili y in he ace o dis up ions. Fos e a cul u e o c oss- unc ional expe -
ise o ensu e eams possess he necessa y skills o le e aging analy ics ools and e ec i e collabo a ion
in he digi al en i onmen , enhancing o e all o ganiza ional esilience. Emphasize con inuous aining
p og ams o keep supply chain p o essionals upda ed on he la es AC echniques and DC ools, ensu ing
wo k o ce adap abili y o e ol ing echnologies. Implemen obus da a go e nance and secu i y mea-
su es o p o ec sensi i e in o ma ion exchanged du ing DC, os e ing us among supply chain pa ne s.
U ilize AC o iden i y ulne abili ies and implemen edundancy plans, di e si ying supplie s, anspo a-
ion ou es, and s o age loca ions o mi iga e isks and enhance o e all esilience. De ine and egula ly
moni o key pe o mance indica o s ela ed o AC and DC e ec i eness o ensu e implemen ed s a egies
deli e expec ed esilience ou comes. Wo k closely wi h echnology p o ide s and solu ion endo s o
s ay ab eas o he la es ad ancemen s in AC and DC ools, p o iding access o cu ing-edge echnolo-
gies and inno a ions. Use AC o scena io planning and simula ion exe cises, enabling he supply chain
eam o unde s and po en ial dis up ions and de elop p oac i e s a egies o e ec i e esponses. Engage
in indus y collabo a ions and o ums o sha e bes p ac ices and insigh s ela ed o AC and DC o sup-
ply chain esilience, lea ning om o he s’ expe iences. Finally, he esea che s ecommend he manage s
and decision make s ha e o p o ide mo e a en ion and la ge in es men in mode n echnologies and
digi al media.
6. S udy limi a ions and ecommenda ions o u u e esea ch
The e a e some limi a ions o his s udy, Fi s , he s udy in es iga ed he impac o AC and DC on
SCRES. Fu u e s udies should es he e ec s o AC and DC on o he measu es o he SCRES cons uc
(e.g. du abili y, adap abili y, agili y…). Fu he mo e, he model o he s udy comp ised hypo heses
used o examine he e ec s be ween AC, DC, and SCRES. Gi en ha bo h AC and DC a e independen
a iables ha impac he dependen a iable, which is he SCRES, al hough ou s udy examined he
impac o he independen a iables on each o he h ough esea ch, i did no add ess he media ing
e ec o DC in he e ec o AC on SCRES. Consequen ly, u he s udies a e equi ed o sea ch he
media ing ole o DC and o iden i y he ex en o which each a iable o SCRES is a ec ed by bo h
AC and DC.
Second, he s udy sample size was 200 senio manage s, bu only 142 we e subjec ed o analysis due
o incomple e answe s and hus he sample size is conside ed ela i ely small. Fu he esea ch may be
conduc ed and collec mo e da a om he same popula ion. Hence, he s udy’s indings a e based on a
speci ic sample size, which may no ully ep esen he en i e indus y. A la ge and mo e di e se sample
could p o ide a mo e comp ehensi e pic u e. Also, we ecommend expanding he sample size and di e -
si ying i in e ms o company size, geog aphic loca ion, and sub-sec o s wi hin he ood p ocessing
indus y could enhance he gene alizabili y o indings.
Thi d, his s udy analyzes c oss-sec ional design, which means i cap u es a snapsho a a speci ic
poin in ime. As he associa ion s eng h among a iables in he esea ch model migh change o e
ime, Longi udinal s udies could p o ide insigh s o ack he e olu ion o DC, AC, and SCRES in he ood
p ocessing indus y in Jo dan o e ime would p o ide aluable insigh s o how hese ac o s e ol e
o e ime.
Fou h, his s udy was conduc ed a e he occu ence o many nega i e impac s due o he sp ead
o he COVID-19 pandemic and he subsequen closu es and supply chain dis up ions. Howe e , i did
no ake hose impac s in o accoun . This is a pi o al issue dese ing u he esea ch and conside a ion.
20 R. O. ALSHAWABKEH ET AL.
Fu u e esea ch s udies can explo e he pos -COVID-19 e a as a a iable in he ela ionship be ween DC
and SCRES.
Fu he mo e, expanding he s udy model ha explo es he impac o Analy ics Capabili y (AC) and
Digi al Collabo a ion (DC) on Supply Chain Resilience (SCRES) o e s a p omising a enue o he in eg a-
ion o addi ional a iables, pa icula ly he e hical dimensions wi hin business o ganiza ions. The p em-
ise ha e hical p ac ices posi i ely con ibu e o us -building in he business en i onmen aligns wi h
con empo a y discussions on he s a egic alue o mo ali y in business managemen and hen coope -
a e mo e wi h o he agen s, so hen o lea n mo e AC and also o de elop DC. D awing insigh s om
Ruíz-Palomino e al. (2011), i becomes e iden ha e hical conside a ions can con e compe i i e ad an-
ages o companies.
Mo eo e , he leade ship s yle o CEOs eme ges as a signi ican ac o in luencing Digi al Collabo a ion
(DC) wi hin o ganiza ions. As in he s udy o González-Mo eno e al. (2019), which sugges s ha an e h-
ical leade ship s yle, cha ac e ized by a co po a e social esponsibili y o ien a ion, is conduci e o os e -
ing coope a ion wi h o he i ms. This implies ha he e hical o ien a ion o CEOs could posi i ely
in luence he de elopmen o Digi al Collabo a ion capabili ies wi hin he o ganiza ion.
Taking his a s ep u he , he e hical leade ship o CEOs may no only impac he coope a ion wi h
ex e nal en i ies bu also pe mea e h oughou he o ganiza ional hie a chy, as emphasized in he s udy
by Ruíz-Palomino e al. (2013), sugges s ha e hical conduc has he po en ial o pe mea e h ough
di e en o ganiza ional le els. This ickle-down e ec can con ibu e o shaping a co po a e cul u e
whe e indi iduals in e ac ing wi h supplie s, cus ome s, and o he s akeholde s demons a e heigh ened
e hical beha io , leading o he cul i a ion o inc eased us . This augmen ed us , in u n, can acili a e
enhanced coope a ion and he de elopmen o Digi al Collabo a ion (DC) capabili ies wi hin he sup-
ply chain.
Mo eo e , he indings om he s udy by Ruíz- Palomino e al. (2011) a i m he no ion ha e hical
leade ship a he highes echelons o he o ganiza ional hie a chy can exe a cascading in luence ac oss
mul iple hie a chical le els. The e o e, by inco po a ing e hical conside a ions in o he model, u u e
esea ch can explo e how e hical leade ship p ac ices con ibu e o no only a mo e e hical o ganiza-
ional cul u e bu also imp o ed Digi al Collabo a ion and, consequen ly, enhanced Supply Chain
Resilience. This expanded esea ch amewo k p o ides a holis ic unde s anding o he in e connec ed-
ness be ween e hics, leade ship, Digi al Collabo a ion, and o e all supply chain esilience in he dynamic
landscape o mode n business.
In conclusion, he model examining he in e play be ween AC, DC, and SCRES can be en iched by
expanding i s scope o include e hical conside a ions and emb acing he e ol ing echnological land-
scape. This no only aligns wi h con empo a y discussions on co po a e esponsibili y bu also posi ions
he esea ch o p o ide a comp ehensi e unde s anding o he mul i ace ed ac o s in luencing supply
chain esilience in a apidly changing business en i onmen .
By ec i ying hese limi a ions and inco po a ing hese sugges ions, u u e esea ch has he po en ial
o en ich ou unde s anding o he in e play among DC, AC, and SCRES.
7. Conclusion
This s udy del ed in o he in luence o Analy ics Capabili y (AC) and Digi al Collabo a ion (DC) on a ious
dimensions o Supply Chain Resilience (SCRES), encompassing eloci y, isibili y, and lexibili y. The esul s
indica ed a signi ican co ela ion be ween AC and isibili y, highligh ing i s subs an ial impac on gain-
ing insigh s and o esigh in o he supply chain. Howe e , he s udy obse ed ha AC did no exe a
signi ican in luence on eloci y and lexibili y wi hin he supply chain. In con as , Digi al Collabo a ion
(DC) eme ged as a o midable o ce, displaying signi ican e ec s on bo h eloci y and lexibili y. These
indings imply ha while AC p ima ily enhances isibili y, DC plays a c ucial ole in os e ing inc eased
speed and adap abili y in he supply chain. In conclusion, bo h AC and DC a e pi o al in shaping o e all
Supply Chain Resilience (SCRES). To emphasize hese indings, addi ional hypo heses sugges ha in e-
g a ing AC and DC may p oduce a syne gis ic e ec , ampli ying hei indi idual impac s and u he
con ibu ing o a esilien supply chain. Addi ionally, conside ing he nuanced na u e o he supply chain
in di e en indus ies, u he esea ch could explo e he con ex ual a ia ions in he impac o AC and
COGENT BUSINESS & MANAGEMENT 21
DC on SCRES, p o iding aluable insigh s o ailo ed s a egies in speci ic sec o s. O e all, hese expanded
hypo heses no only unde sco e he c ucial oles o AC and DC bu also pa e he way o u u e in es-
iga ions o unlock he ull po en ial o AC and DC in enhancing supply chain esilience ac oss di e se
ope a ional landscapes.
These indings unde sco e he impo ance o o ganiza ional AC and he p omo ion o DC bo h in e nally
and ex e nally o achie ing comp ehensi e SCRES. T adi ionally, p e ious s udies emphasized collabo a ion as
a cen al aspec o SCRES, bu his s udy posi ioned i as an an eceden o SCRES. Mo eo e , he s udy speci -
ically add essed DC, acknowledging he con ex o he con empo a y digi al age we inhabi oday.
Disclosu e s a emen
No po en ial con lic o in e es was epo ed by he au ho (s).
Abou he au ho s
Rawan Odeh Alshawabkeh is an Associa e P o esso o Business Adminis a ion a Al-Ahliyya Amman Uni e si y, Jo dan,
wi h a Ph.D. in Managemen . She specializes in HRM, s a egic managemen , TQM, Supply Chain Managemen , and
Knowledge Managemen . Wi h o e ou yea s o eaching expe ience, she has published o e 14 esea ch pape s in
p es igious jou nals and se es as a e iewe and a icle edi o o in e na ional jou nals. Addi ionally, she cu en ly holds
he posi ion o Assis an Di ec o o he Human Resou ces and Ins i u ional De elopmen Uni a he uni e si y.
Amani Abu Rumman, an Associa e P o esso in he Business Adminis a ion Depa men , joined Al-Ahliyya Amman
Uni e si y in 2018. Wi h a backg ound in he Jo danian Mili a y, Highe Media Council, Ombudsman Bu eau, and
In eg i y and An i-Co up ion Commission, she b ings ex ensi e p ac ical expe ience o he ole. A ce i ied EFQM
Assesso , he esea ch in e es s and eaching a eas include HRM, Change and C isis Managemen , TQM, Knowledge
Managemen , and En ep eneu ship. Like he colleagues, she is passiona e abou cha i able wo k, pa icula ly in aining.
Lina Al-Abbadi, also an Associa e P o esso in he Business Adminis a ion Depa men a he Business School, joined
Al-Ahliyya Amman Uni e si y in 2018. As a Ce i ied E-Lea ning Manage , he esea ch spans a ious managemen a eas,
and she eaches subjec s such as HRM, S a egic Managemen , Knowledge Managemen , Supply Chain Managemen ,
TQM and En ep eneu ship. She wo ked wi h acc edi a ion and quali y commi ees a he acul y le el. She wo ked in
he Minis y o Educa ion Beyond academia, she is ac i ely in ol ed in cha i y wo k, pa icula ly in aining.
ORCID
Rawan Odeh Alshawabkeh h p://o cid.o g/0000-0003-2451-5474
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