Purpose: The purpose of this study is to explore how digital transformation helps enterprises achieve high-quality development, including the mediating mechanism of information transparency, innovation capacity and financial stability, the moderating role of financing constraints and government subsidies, and the heterogeneous effects of property rights, size and growth.Design/methodology/approach: This study conducts two-way fixed-effect model using 780 samples of China's Shanghai-Shenzhen A-share listed companies from 2012 to 2019.Findings: The results show that digital transformation can effectively improve the total factor productivity (TFP) of enterprises through the triple channels of information transparency, innovation capability and financial stability. Meanwhile, financing constraints significantly inhibited the contribution of digital transformation to TFP, while government subsidies significantly increased the contribution of digital transformation to TFP. In addition, state-owned enterprises (SOEs), large enterprises and high-growth enterprises are more able to achieve high-quality development by increasing their digital transformation.Practical implications: In the process of implementing digital transformation, companies should actively improve information transparency, financial stability and innovation capabilities, and choose differentiated paths based on intrinsic characteristics such as property rights, scale and growth. At the same time, the government should actively improve not only the digital institutional environment but also the financial policy and credit system.Originality/value: This study enriches the theoretical research framework of digital transformation and high-quality development by identifying the channel mechanisms and boundary conditions through which digital transformation affects high-quality development and expands the consequences of digital transformation and the antecedents of high-quality development.

This study develops a model to investigate the relationships between supply chain quality integration (SCQI) (supplier quality integration and customer quality integration), green supply chain management (GSCM) (green purchasing and customer green cooperation) and environmental performance. The model is empirically tested using data collected from 308 manufacturing companies in China. We find that supplier and customer quality integration have positive impact on green purchasing and customer green cooperation, which improve environmental performance. Supplier and customer quality integration also influence environmental performance indirectly through green purchasing and customer green cooperation. The results provide insights into the mechanisms through which SCQI influences environmental performance, and clarify the complex relationships between SCQI and GSCM, contributing to the quality management and green management literature and practices.

Purpose: Building supply chain resilience is increasingly recognized as an effective strategy to deal with supply chain challenges, risks and disruptions. Nevertheless, it remains unclear how to build supply chain resilience and whether supply chain resilience could achieve a competitive advantage.Design/methodology/approach: By analyzing the data collected from 216 firms in China, the current study empirically examines how information technology (IT) capability and supply chain collaboration affect different forms of supply chain resilience (external resilience and internal resilience) and examines the performance implications of these two forms of supply chain resilience.Findings: Results show that IT capability is positively related to external resilience, whereas supply chain collaboration is positively related to internal resilience. The combination of IT capability and supply chain collaboration is positively related to external resilience. In addition, internal resilience is positively related to firm performance.Research limitations/implications: This study used only cross-sectional data from China for hypothesis testing. Future studies could utilise longitudinal data and research other countries/regions.Practical implications: The findings systematically assess how IT capability and supply chain collaboration contribute to supply chain resilience and firm performance. The results provide a benchmark of supply chain resilience improvement that can be expected from IT capability and supply chain collaboration.Originality/value: The study findings advance the understanding of supply chain resilience and provide practical implications for supply chain managers.

Purpose: This paper aims to examine the impacts of relational capital on supply chain quality integration (SCQI) and operational performance from the holistic perspective of the entire supply chain.Design/methodology/approach: Structural equation modeling with LISREL was used to test the conceptual model based on data collected from 308 companies in China.Findings: The results indicate that with the exception of internal relational capital not having a significant impact on customer quality integration, supplier, internal and customer relational capital have positive impacts on supplier, internal and customer quality integration, which consequently improve operational performance. The results also show that internal relational capital has positive impacts on supplier and customer relational capital, and internal quality integration has positive impacts on supplier and customer quality integration.Practical implications: The results provide important managerial insights for the improvement of operational performance through the development of relational capital and the implementation of SCQI practices throughout the supply chain.Originality/value: The authors contribute to the relational capital and supply chain quality management literature by exploring the effectiveness of relational capital in improving SCQI and operational performance from the holistic perspective of the entire supply chain. The findings enrich the knowledge of SCQI management from the perspective of relational capital.