Purpose: The purpose of this paper is to examine how the mediating effect of strategic management impacts the relationship between dynamic capabilities and firm performance concerning environmental munificence in 3rd party logistics (3PL) firms operating in Turkey.Design/methodology/approach: Variance-based structural equation modeling algorithm and correlation analysis were applied to survey data obtained from (n = 482) a top manager from 3PL companies.Findings: Results revealed that dynamic capabilities were a strong predictor for organizational performance, environmental munificence also emerges as a key predictor for dynamic capabilities and strategic management, and strategic management fully mediates the link between dynamic capabilities and organizational performance, suggesting that they function as substitutes in affecting performance outcomes.Research limitations/implications: This paper provides empirical evidence of the relationship between the dynamic capability adaptation, strategic management, environment and performance of 3PL firms. As a limitation, the results are based on survey research with a limited sample size.Practical implications: Organizations should manage not only dynamism but also the scarcity of environmental resources found to be significant on both dynamic capabilities and strategic management. Additionally, in the logistics sector, managers should focus on the big picture while they empower and lead capable followers to transform this strategic view into operational-level changes.Originality/value: Depending on the relationships between constructs, studying environmental munificence is a different topic than the dynamic environment concept in the effectiveness of dynamic capabilities of 3PL firms. As well as dynamic capabilities at the level of individual and strategic management relationship on organization performance are confirmed.

Purpose: This paper aims to analyze the impact of gender in leadership on strategic orientation and the relative impact of these strategic orientations on organizational performance with the leadership of each gender.Design/methodology/approach: Cross-sectional survey-based data were collected from 1,260 logistics companies, and 503 responses were found suitable for further data evaluation. Structural equation modeling (SEM) and regression analysis were used to analyze the data and test the hypotheses.Findings: Results show that managers' gender affects only the aggressiveness subdimension (p = 0.018 and ß = 0.114) in strategic orientation decisions and that male managers tend to be more aggressive-oriented than female managers. Strategic orientation is more effective on organizational performance. More clearly, when female executives use the same strategic orientation as their male counterparts, organizational performance is higher than that of male executives.Research limitations/implications: Managers' power is related to social norms about their valuable contribution to the organization and roles are associated with experiences. Thus, at different levels of management, different results will be obtained.Practical implications: Organizations should only define leadership roles in masculine terms with information or research that explains how women leaders can contribute to the organization's outcomes.Social implications: The lack of fit model should not be expected when determining executive-level female leaders' performance.Originality/value: There is a significant potential in studying strategic decision-making and whether the ability to provide effective organizational outcomes is related to a person's gender. Even if previous literature suggests that gender stereotypes affect perceptions of men's and women's fit for executive positions, the strategic conception of organizational decisions is immune to gender, but strategy execution is not.

Purpose: The core objective of this research is to bridge the notable knowledge gap regarding the interplay between individual company supply chain resilience, digitalization and broader logistics performance metrics. This involves a close examination of how digital practices and mindsets contribute to both proactive and reactive supply chain resilience, as well as the impact on overall logistics performance and the logistics performance index (LPI).Design/methodology/approach: This investigation was carried out through a study of medium-high technology Turkish manufacturing companies, paying particular attention to their engagement with digital technologies. A comprehensive analysis of multi-source data from 403 Turkish manufacturing companies was conducted using path analysis via structural equation modeling, aiming to elucidate the dynamics between these variables.Findings: The study unveiled a markedly negative correlation between supply chain resilience and logistics performance within the context of developing nations such as Turkey. It further illuminated how different facets of digitalization distinctly influence the nexus between proactive and reactive supply chain resilience and overall logistics efficiency in these regions. Notably, a digital mindset was found to weaken the association between proactive resilience and the LPI while exacerbating the adverse effect of reactive resilience on the LPI.Research limitations/implications: The findings highlight the critical nature of strategic digital adoption and integration for bolstering supply chain resilience and logistics performance, particularly spotlighting the textile sector in developing countries. However, the study’s focus on Turkish manufacturing companies might limit the generalizability of the findings across different contexts and industries.Social implications: By underscoring the importance of digital integration in improving supply chain and logistics operations, this research suggests pathways for enhancing economic stability and growth in developing nations, ultimately contributing to broader societal well-being.Originality/value: This study contributes novel insights into the complex relationship between supply chain resilience, digitalization and logistics performance, particularly in the context of developing economies. Its examination of the differential impacts of digitalization dimensions on this relationship offers valuable perspectives for academics, industry professionals and policymakers aiming to optimize supply chain strategies in the face of global challenges.

Logistics plays a vital role in ensuring the competitiveness of countries in the international arena. The Logistics Performance Index, which reflects countries' international competitiveness, shows a country's efficiency in trade. However, the Logistics Performance Index determines the countries' on-the-ground efficiency of trade supply chains or logistics services from the view of worldwide logistics firms' managers. As a result, the robustness of the underlying data is related to individual logistics firms' factors; moreover, in the common literature, the effects of the Logistics Performance Index on countries' individual logistics firms' logistics performance have yet to be researched. This paper aims to analyze the effects of Logistics Performance Index and its subdimensions on the logistics firms' logistics performance. The data is gathered from the World Bank database between 2007-2018 and the International Association of Forwarding and Logistics Service Providers sectoral databank. Variance-based structural equation modeling with regression analyses is used for measurements. Contrary to the joint logistics and supply chain literature, the results show that infrastructure and tracking sub-dimensions of Logistics Performance Index negatively relate to firms' logistics performance in Turkey.

Stratejik yönetim, işletmenin amaç ve hedeflerine ulaşmasını sağlayan ve bir işletmenin tüm süreçlerine yön veren bir işletme yönetimi sürecidir. Bu çalışmanın amacı, stratejik yönetim sürecinin işletmelerin rekabet gücü üzerindeki etkisinin araştırılmasıdır. Araştırma evrenini Tekirdağ ili Çerkezköy ilçesi Organize Sanayi Bölgesinde faaliyetlerine devam eden 293 işletme oluşturmaktadır. Bu işletmelerde üst düzey yönetici statüsünde çalışan kişilere anket uygulanarak, anket yöntemiyle veriler toplanmıştır. Toplanan veriler yapısal eşitlik modeli yöntemi kullanılarak analiz edilmiştir. Elde edilen sonuçlar, stratejik yönetim sürecinin rekabet gücü üzerinde pozitif bir etkiye sahip olduğunu göstermektedir. Bununla birlikte stratejik yönetim sürecinin aşamalarının kolektif bir şekilde yönetilmesinin gerekliliğine değinilerek planlama esnekliği ve planlama vizyonu aşamalarının güçlendirilmesinin rekabet gücünü arttıracağı belirlenmiştir.