The automotive industry is evolving due to the increasing adoption of Electric Vehicles (EVs). This transition has impacted automotive vehicles and led to profound changes in the supply chain ecosystem. Through a comprehensive review of the available literature and industry reports, this research investigates the automotive industry’s transition towards EVs and subsequent supply chain transformation, focusing on the changing roles of automotive suppliers. In this paper, we assess these transformations from economic, environmental, and strategic viewpoints. We examine the impact of these changes on supplier relationships, supplier OEM collaboration, and new entrants’ potential for disruption, as well as propose strategies for suppliers to effectively navigate this transformation, ensuring competitiveness in the evolving EV landscape. Finally, we discuss opportunities and challenges in EV supply chain research.

This paper uses legitimacy theory and cognitive dissonance theory to explore the relationship between sustainability orientation, sustainability implementation, and brand image in the service sector. Specifically, we examine the mediating role of implementation—the translation of strategic intent into actionable practices—on customers' perceptions. Using multilevel analyses of 31 US service firms and a survey of 6891 customers, we find that sustainability implementation is a strong positive predictor of brand image. However, sustainability orientation alone has a negative direct effect on brand image, suggesting that stated commitments without corresponding action can harm perceptions. Crucially, sustainability implementation positively mediates the relationship between orientation and brand image. This research addresses a key gap in the literature by demonstrating that, in the service sector, genuine action, not just communication of intent, is essential for building a sustainable brand. From a practical standpoint, the findings highlight that strategic intent toward sustainability, while necessary, is insufficient. To avoid greenwashing perceptions, firms must couple their sustainability orientation with effective and visible implementation of environmental and social initiatives.

Purpose: This paper examines the role of a sustainability business model in clarifying a firm's sustainability value articulation (SVA) to achieve sustainability outcomes and examining the moderating role of supplier involvement practices SIP and technology systems integration (TSI) in attaining sustainability outcomes.Design/methodology/approach: Drawing upon the foundational principles of business model innovation, specifically articulation and implementation, the authors formulated a theoretical construct and empirically validate it through analysis of data collected from 692 manufacturing firms dispersed across 23 countries.Findings: The research shows that focusing on SVA significantly improves how a company implements sustainability efforts internally (ISI) and externally (ESI), leading to better social and environmental outcomes. It also highlights that SIP improve the relationship between SVA, ESI and ISI. Similarly, TSI boosts the effect of internal and external sustainability efforts on both social (SOP) and environmental performance (EnP).Research limitations/implications: While acknowledging the inherent constraints of survey-based research methodologies, this study offers a theoretical and verified approach for manufacturers to achieve comprehensive sustainability. It emphasizes the need for clear, actionable sustainability goals that can be met through both internal operations and external partnerships.Practical implications: This study clarifies how manufacturers can implement sustainable business models, emphasizing the importance of clear sustainability goals and initiatives both within and outside the company. It highlights the dual aspects of supplier engagement through operational tactics (ESI) and strategic collaborations (SIP).Social implications: This study reveals a thrilling truth: when companies champion clear sustainability goals, they unlock powerful strategies that revolutionize practices within their walls and in their external dealings. It is not just about going green; it is about weaving financial prosperity, social responsibility and environmental stewardship into the very fabric of their business models. But there is more – by cleverly engaging suppliers and harnessing cutting-edge technology, companies are not just participants in the green revolution; they are leading it, crafting a world where business thrives alongside the planet and its people.Originality/value: This research stands out for its empirical analysis of how manufacturing firms implement sustainability innovations at the plant level, an area previously underexplored despite extensive theoretical work on sustainability-centric business models.

Purpose: Having complexity theory as the overarching conceptual rationale, this paper presents a research model that defines external drivers, strategic and internal business practices and performance outcomes in service firm contexts.Design/methodology/approach: Using an original survey instrument, the authors empirically examine business process management (1) adopting the mediating roles of shared goal practices and technology imperative practices (2) involving moderating roles of competitive market environments and joint implementation practices.Findings: In response to dynamic market complexity, firms implement business process management through shared goal practices and technology imperative practices for achieving customer service outcomes. The findings also suggest the moderating roles of competitive pressure and joint implementation practices.Research limitations/implications: Generalizations here are limited to service firms. Increasing customer service expectations (e.g. simplicity, convenience, visual images and rapid responses) require firms to involve cross-functional work throughout their organizational processes.Practical implications: In digital environments, business process management requires socio-technological synergy through shared goal practices and technology imperative practices.Originality/value: Building on a theory-driven research model, a survey instrument provides tools to examine business process management of service firms that sense dynamic market complexity challenges and translate them to achieve desirable customer service outcomes.

Purpose: This study examines how technology-focused firms convert strategic technology orientation into business effectiveness by developing customer-centric analytics as a firm capability that is embedded in customer-facing routines. Design/methodology/approach: Survey data from 203 senior managers in technology-oriented firms were analyzed using structural equation modeling. Instrument development followed a multi-stage process including expert interviews and pilot testing. Findings: Technology-focused strategy is positively associated with customer-centric analytics, which is in turn positively associated with business effectiveness. The indirect effect through customer-centric analytics is significant, while the direct effect is not, a pattern consistent with full mediation. Customer-centric analytics therefore operationalizes a technology-focused strategy into business outcomes. Research limitations/implications: Cross-sectional design and IT-services-dominant sample constrain causal inference and generalizability. Future longitudinal and multi-industry studies are encouraged. Practical implications: Technology investments deliver stronger returns when customer analytics is embedded in day-to-day routines, such as diagnosing where customer-facing work breaks down and guiding ongoing improvement. Tool acquisition alone rarely produces performance gains. Originality/value: The study conceptualizes customer-centric analytics as a firm capability embedded in customer-facing routines and offers evidence consistent with full mediation, advancing work that has treated analytics as a firm-level resource rather than as a set of practices inside daily work.