Purpose

This paper addresses the emergence of strategic agility as adaptive capability to face the need to adapt to a constantly changing environment. Special emphasis is paid to governance mechanisms as a microfoundation of dynamic capabilities, investigating the dynamics and outcome in regards to the digitalization of supply chains and its socio-economic relations of its members.

Design/methodology/approach

A multiple-case study method is applied to explain the impact of a digitalization initiative in the form of an I4.0 implementation in a supply chain context. Building on qualitative in-depth interviews of experts in managerial positions, 16 cases from the manufacturing industry involving an I4.0 implementation across the supply chain were analyzed. Based on a conceptual design science approach, the CIMO logic (context, intervention, mechanisms and outcome) framework is used to investigate the interplay between agility as a dynamic capability and governance mechanisms.

Findings

The studied cases demonstrate an intensification of synergistic combinations of inter-firm resources to manage digitalization across the supply chain (SC). With the implementation of I4.0, competitive advantage along the SC takes higher priority over the competitive advantage in the individual or dyadic perspective. Strategic agility as a dynamic capability to cope with and adapt to the changing environment is hereby crucial emphasizing relational SC governance (SCG) as essential as a microfoundation to adjust the structure and management of SCs. Relationships, which allow competitive advantage as a SC balance out traditional power mechanisms within the SC hierarchy. Trust, collaboration and flexibility, aligned with common incentives in generating competitive advantages enable the SCs to mitigate uncertainty and risk while preventing opportunistic behavior.

Practical implications

The study offers SCM managers in-depth insights into strategic agility and how to address the recent challenge of digitalization successfully. Identifying crucial dynamics within SCG mechanisms based on first-hand use cases, practical success factors for implementing I4.0 to optimize effectiveness and efficiency can be derived how to structure and manage future SCs.

Originality/value

This paper contributes to the first insights examining the implications of digitalization and the role of strategic agility as a capability to adapt. Investigating the microfoundation of governance within this capability, this research provides insights on the socio-economic level, while discussing specific mechanisms how relationships of SCs evolve proposing relevant insights for future research.

中文翻译：

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敏捷性和数字化：为什么战略敏捷性是掌握数字化的成功因素——来自整个供应链的工业 4.0 实施的证据

目的

本文讨论了战略敏捷性作为适应能力的出现，以满足适应不断变化的环境的需要。特别强调治理机制作为动态能力的微观基础，调查供应链数字化及其成员的社会经济关系的动态和结果。

设计/方法/途径

应用多案例研究方法来解释 I4.0 实施形式的数字化计划在供应链环境中的影响。基于对管理岗位专家的定性深入访谈，分析了制造业涉及整个供应链 I4.0 实施的 16 个案例。基于概念设计科学方法，CIMO 逻辑（背景、干预、机制和结果）框架用于研究敏捷性作为动态能力与治理机制之间的相互作用。

发现

所研究的案例表明，公司间资源的协同组合得到加强，以管理整个供应链 (SC) 的数字化。随着 I4.0 的实施，SC 沿线的竞争优势比个人或二元视角的竞争优势具有更高的优先级。战略敏捷性作为应对和适应不断变化的环境的动态能力在此至关重要，强调关系 SC 治理 (SCG) 作为调整 SC 结构和管理的微观基础必不可少。关系，允许作为 SC 的竞争优势平衡 SC 层次结构中的传统权力机制。信任、协作和灵活性，

实际影响

该研究为供应链管理经理提供了对战略敏捷性以及如何成功应对近期数字化挑战的深入见解。根据第一手用例确定 SCG 机制中的关键动态，可以得出实施 I4.0 以优化有效性和效率的实际成功因素，以及如何构建和管理未来的 SC。

原创性/价值

本文有助于首次深入了解数字化的影响以及战略敏捷性作为适应能力的作用。通过调查这种能力内治理的微观基础，本研究提供了社会经济层面的见解，同时讨论了 SC 关系如何演变的具体机制，为未来的研究提出了相关见解。