Unlocking resilience and performance: the dynamic impact of collaborative social media integration in operations, marketing and sales
研究了运营与供应链管理同营销/销售部门的协作如何通过社交媒体使用提升组织韧性和绩效，基于对395家英国企业的调查数据。
Purpose The purpose of this study is to theoretically hypothesise and empirically explore the relationships between operations and supply chain management (O&SCM) and marketing/sales (OMS) collaboration, social media (SM) usage, organisational resilience and performance. This paper considers how collaboration through SM can enhance organisational resilience capability and performance. Design/methodology/approach A survey was conducted among 395 organisations in the UK. Structural equation modelling was applied to test the research hypotheses. Findings The empirical findings of this study support the significant mediating role of O&SCM–OMS collaborative activities through internal and external SM for better organisational resilience, capability, cost efficiency, customer-focused and business performance. This also extends to exploring differences based on product versus service industries. Originality/value Through empirical research, the findings contribute to the theoretical development and managerial guidance on O&SCM–OMS collaboration and resilience capability by emphasising the strategic deployment of SM across functions through the lens of contingency theory and resource-based view.