The digital transformation of the textile industry poses unique challenges due to its labor-intensive processes, complex global supply chains, and coexistence of traditional methods and emerging technologies. Despite the urgency of this transition, existing digital maturity models lack sector-specific frameworks and often fail to integrate multi-criteria decision-making (MCDM) methodologies for quantitative performance assessment. This study addresses these gaps by proposing a novel digital maturity model tailored specifically to the textile sector. The research employs an integrated decision-making framework using the Method Based on the Removal Effects of Criteria (MEREC) to determine objective criterion weights and the Operational Competitiveness Rating Analysis (OCRA) method to rank firm-level digital maturity performance. The findings indicate that Strategy is the most influential dimension, whereas Technology receives the lowest weight. At the sub-criterion level, Management Support, Market Analysis, and Vision and Strategic Awareness are the most critical factors, while Technology Usage Competency is less influential. The performance evaluation shows that Company A3 achieves the highest level of digital maturity, whereas Company A2 ranks lowest. The robustness of the proposed framework is comprehensively validated through a scenario-based sensitivity analysis and a comparative evaluation using the Additive Ratio Assessment System (ARAS) method. Overall, the results suggest that successful digital transformation in the textile sector depends primarily on strategic vision and managerial support rather than on technological infrastructure alone.

Otomotiv tedarik zinciri, birçok araç parçası ve tedarikçiler, distribütörler, bayiler, düzenleyici kurumlar ve sigorta şirketleri gibi çoklu paydaşlardan oluşması nedeniyle diğer tedarik zincirlerine kıyasla daha karmaşık bir yapıya sahiptir. Bu sebeple, otomotiv sektöründe tedarik zinciri yönetimindeki zorluklarla başa çıkabilmek için otomotiv ekosisteminin paydaşlar tarafından daha iyi anlaşılması gerekmektedir. Bunun yanısıra, hem müşteri talepleri hem de düzenleyici kurumlardan gelen baskılar nedeniyle tedarik zincirinde sürdürülebilirlik uygulamalarının geliştirilmesi otomotiv sektörünün ayrılmaz bir parçası haline gelmiştir. Bu çalışma, otomotiv sektöründeki sürdürülebilir tedarik zinciri yönetimine yönelik Web of Science (WoS) veri tabanında 2006-2023 yılları arasında yayınlanan 220 adet makalenin VOSviewer (sürüm 1.6.20) programı kullanılarak yapılan bibliyometrik analizini içermektedir. Bu çalışma ile, WoS veri tabanında otomotiv sektöründe sürdürülebilir tedarik zinciri alanındaki makalelerin yıllara göre dağılımı, makalelerde öne çıkan ülkeler ve kurumlar, makalelerin endekslere ve yayınlandıkları dergilere göre dağılımı, en çok atıf alan makaleler ve makalelerde kullanılan anahtar kelimelerin dağılımı incelenerek gelecek araştırmalar için araştırmacılara ve uygulayıcılara rehberlik edebilecek katkılar sunulması amaçlanmıştır.

This study aims to identify and prioritize the key factors influencing export performance among Turkish exporters, based on the resource-based view (RBV) and industrial organization theory (IO), categorizing the factors as internal and external, and employing the Stepwise Weight Assessment Ratio Analysis (SWARA). Twenty-five factors across Internal (IF) and External (EF) categories were evaluated through expert assessments. Results reveal that Internal Factors (58.0%) significantly dominate External Factors (42.0%), indicating that Turkish exporters possess substantial control over their export competitiveness. The top five critical factors are Management and Leadership (9.6%), Strategy (6.2%), Technological Change (5.3%), Industry and Sector Activity (5.0%), and Competitors (5.0%). Surprisingly, traditional factors such as firm size, international experience, and digitalization ranked much lower, challenging conventional assumptions about export success. A leave-one-out (LOO) sensitivity analysis further validated the robustness of these rankings, with Management and Leadership, and Strategy emerging as the most stable and dominant factors across all scenarios. The predominance of management and strategic factors over structural characteristics suggests that even smaller, less experienced companies can achieve export success through effective leadership and strategic planning. These findings contribute theoretically by supporting the notion that the resource-based view has a greater impact on export performance than the industrial organization theory, and they provide practical guidance for companies to focus on managerial and leadership skills, organizational capabilities, and strategic approaches to enhance export investments. The study presents the first comprehensive SWARA-based ranking of export performance factors in the Turkish context, providing empirical evidence to support the internal-external factor debate in the international business literature.