This study explores the key determinants of Supply Chain 4.0 (SC4.0) maturity in the context of a developing country by examining the relationships between supply chain ambidexterity, supply chain agility, and the maturity of SC4.0. The study was carried out using the survey method involving 154 managers from Indonesian manufacturing companies. The SC4.0 maturity model was developed and tested using structural equation modeling. From our analysis, it was found that supply chain ambidexterity emphasizing on innovation positively influences the companies’ agility and SC4.0 maturity levels, and supply chain agility partially mediates supply chain ambidexterity. This paper contributes to the operationalization of SC4.0 maturity determinants that incorporate innovation and technological aspects and extends the extant literature by empirically elaborating the determinants and antecedents of SC4.0 maturity that may expedite the achievement of SC4.0 maturity. This implies that companies and supply chain professionals aiming at achieving their SC4.0 maturity should do so by being outward-looking and, at the same time, foster supply chain collaboration with external networks. This paper is pioneering the empirical study on SC4.0 and offers a means to achieving SC4.0 maturity through SC ambidexterity and SC agility, particularly in the context of a developing country.

Purpose: The purpose of this study is to examine the relationship between supply chain collaboration and innovation. It particularly investigates the effect of collaboration on radical innovation and highlights the positive impact of innovation, both radical and incremental, on business performance.Design/methodology/approach: A survey of 230 Indonesian firms was conducted and the instrument was tested for reliability and validity to warrant its psychometric properties. The data were analyzed using structural equation modeling.Findings: This study reveals that collaboration with suppliers brings radical innovation, while collaboration with customers brings incremental innovation. Contrary to this study’s conjecture, albeit interesting, collaboration with customers negatively affects radical innovation. Both radical and incremental innovations further exert a positive influence over firm performance.Research limitations/implications: This study focuses on the relationships between supply chain collaboration, innovation and firm performance. The results enhance our understanding of types of innovation that are promoted by each dimension of collaboration. Further studies could extend the research by using a more elaborate measure of innovation or perform a longitudinal examination.Practical implications: Managers are encouraged to pursue innovation as it improves firm performance. They could exploit their current partnership with customers to generate incremental innovation or leverage their supplier network to develop radical innovation.Originality/value: Studies that specifically investigate the impact of firms’ collaboration with their supply chain partners on radical innovation are quite scarce. This empirical study is among the very few to fill this void by providing an integrative assessment of customer, supplier and internal collaborations and their impact on both radical and incremental innovation.

This study aims to enhance our understanding of buyer-supplier collaboration by investigating why a company fails to effectively collaborate with its key supply chain partner. Case study research is deemed fit for the purpose of the study, and thus one buyer-supplier dyad, which has performed collaboration yet fails to flourish, was chosen as the case of the study. Data were collected through a survey, in-depth interviews, companies’ documents, as well as through observations. Three major premises emerged from the triangulation of the data. It was found that trust, top management vision, and leadership were the most pertinent factors explaining the lack of close collaboration between the two parties. This study provides propositions for further studies and implications for practice.

Purpose: This study examines the different effects of service recovery strategies on customers' future intentions when online shoppers were experiencing delivery failures. Two types of problem severity are evaluated: wrong-product delivery (issues with the product quality or quantity) and late delivery. This study also investigates the impact of service criticality on the relationship between service recovery strategies and customers' future intentions.Design/methodology/approach: This study employs experimental research with 123 online shoppers as participants. Following the results, a subsequent test is conducted to examine the effect of participants' demographics on future intentions. Finally, the current study elaborates the findings using qualitative research, interviewing both sides impacted by the service failures: online shoppers and e-retail managers.Findings: The findings show that complementing product replacement with monetary compensation is the most effective strategy to improve repurchase intention after a dissatisfaction moment. This effect is indifferent to service criticality and severity. Age influences the participants' repurchase intentions, in which younger people are less tolerant of service failures. In contrast, gender and education level do not provide any differences. To prevent delivery failures, managers participating in this study suggest several best practices regarding systems and infrastructure, people and coordination and collaboration with logistics partners.Research limitations/implications: The study mainly examines a limited type of service and service failures. Further studies are encouraged to expand the variables and scenarios, as well as to employ more distinctive methods, to enrich the findings related to recovery strategy in the e-commerce industry.Practical implications: Given proper compensation, service failure could create momentum for online retailers to boost customer loyalty. This study suggests that managers design the most effective service recovery to win customers back to the business.Originality/value: This paper enriches the literature related to a service recovery strategy, particularly within the online shopping context.

This study explores the most significant changes experienced by small- and medium-sized enterprises (SMEs) in Indonesia during the COVID-19 pandemic. It reveals the SMEs’ strategies to survive and prosper amid the crisis. These actions are becoming increasingly invaluable and crucial for entrepreneurs in the heritage of humanity, such as Indonesian batik, who must stay in business to preserve national culture. This study conducts a systematic literature review of 42 relevant articles published between 2020 and the present and furthers the investigation using the Most Significant Change technique, involving in-depth interviews with 15 SME entrepreneurs. The results show that Indonesian batik SMEs struggled during the pandemic and experienced at least a 70% revenue reduction. Those who survived implemented retrenchment, persevering, and innovation strategies to achieve their short- and long-term goals. A temporary exit strategy was also applied in which business actors engaged in a different, more profitable business while awaiting normalcy. This study also found that true entrepreneurs’ qualities, namely creativity and resilience, emerge in exceptionally difficult business situations.