2019 SCIENCELINE

Journal of Educational and Management Studies

J. Educ. Manage. Stud., 9(4): 16-24, December 25, 2019

License: CC BY 4.0,

ISSN: 2322-4770

DOI: https://dx.doi.org/10.51475/jems.2019.4

The role of organizational agility on the relationship between

organizational information technology capabilities and competitive

performance; case study: Mellat bank

Roya Babazadeh and Saeed Jafari Titkanloo

Faculty of Management, Imam Reza International University, Mashhad, Iran



Email: s_jafari_t@imamreza.ac.ir

ABSTRACT

Original Article

This study aimed to investigate the role of organizational agility in relation between

organizational intelligence capabilities and competitive performance in Mellat Bank. This

PII: S232247701900004-9

research was descriptive survey. The community consists of two groups of experts of the

Rec. 22 September, 2019

central organization and managers of Mellat Bank Branches in Mashhad. In total, the

Acc. 10 November, 2019

population of this study was 367 people, and 225 people were selected using available

Pub. 25 December, 2019

sampling. The tool used in this research was a researched-based native-based questionnaire.

Its factual validity, using the views of professors and experts, verified the structure through

confirmatory factor analysis and its reliability through the Cronbach's alpha coefficient was

examined and confirmed. Took The data analysis method was structural equations through

the software PPS; the results of path analysis indicated that the IT capability of the

organization has a positive and significant effect on market agility and its operation. Also,

agility in operations can affect agility in the market and agility in the market can lead to high

competitive performance.

Keywords

Competitive performance,

Agility in operations,

Agility in the market,

The ability of information

technology

roles as a tool for creating value in business activities

(Bernstein et al., 2016). Information technology plays

an essential role in the development of agility,

without which it would be impossible to achieve the

speed and flexibility of agility concepts. The

foundation of the agile organization is the integrity

of the information system, technology, individuals,

business processes and equipment in the Harmonic

Organization to quickly respond to events and

INTRODUCTION

Today's world with such features as widespread

change, increasing complexity, and increasing levels

of competition create a dynamic environment for the

organization, so that the success of organizations

depends on the coherence and compatibility with

such an environment. On the other hand, the severe

changes in the economic environment and the high

level of competition in recent years have made it

necessary for agility to succeed. In today's

environment, with organizations facing a global

competitive environment, there is always a need for

rooted changes and creative creativity. Also, the use

of competitive performance is the most important

factor in achieving them in the competitive

advantages of the industry (Rezaian and Ashouri,

2013 ).

According to White, agile information systems

are considered as an essential factor in the

development and agility of the organization, and

without them implementing speed and agility in the

organization. It will be impossible (Saha et al., 2016).

Information technology emerged as an essential

element in developing countries such as Iran to

support the need for genuine, systematic information

in commerce and industry, and has taken important

environmental

changes.

Agility

wants

the

organization to rush and accelerate the integration of

technology and staff with communication

infrastructure to respond to changing customer

needs in a market environment that is subject to

constant and unpredictable changes (Nadkami and

Barr, 2008 ).

In other words, changes in today's business

environments that stem from changes in customer

needs lead to uncertainty in decision-makers, and

organizations that focus on speed, more flexibility

and investment accountability they are more likely to

achieve their goals. Among the use of information

and communication technologies in delivering

services to increase productivity, flexibility and

improve the performance of the organization, it is

necessary in the IT era.

Citation: Babazadeh R and Jafari Titkanloo S (2019). The role of organizational agility on the relationship between organizational information technology capabilities

and competitive performance; case study: Mellat bank. J. Educ. Manage. Stud., 9(4): 16-24. DOI: https://dx.doi.org/10.51475/jems.2019.4

J. Educ. Manage. Stud., 9(4): 16-24, 2019

On the other hand, in the face of growing

Agility in the market: To reflect the

effectiveness and effectiveness of the organization's

actions to respond to changes in market patterns and

flows. Operationally, this variable is measured

through the following three components:

1. Reaction speed relative to market changes

2. Continuous monitoring of rivals

3. Opportunity and exploitation of market

turbulence (Mikalef and Pateli, 2017).

consumer expectations of the banking system of the

country, banks, including the Mellat Bank, face a

variety of financial and operational constraints.

Expensive advertising budgets, the necessity of

building new branches, multiple banks and electronic

banks, monitoring competitors' movements and

timely response to it and, ultimately, macroeconomic

problems of the country that have an undeniable

effect on instability. There are many banking issues

that Mellat Bank faces, like other banks. In such a

situation, it is only possible to ensure the growth and

survival of the bank by focusing on providing agile

and quality services, and in some ways increasing the

efficiency of banking operations and avoiding

unnecessary costs for customers with marginal

profitability. The In fact, the development of

technology has made fundamental changes in the

provision of services by banks, and the Mellat Bank,

given its internal systems and its applied

technologies, demonstrates flexibility in terms of

environmental changes and competitive conditions,

can agility in operations And agility in providing

services and thereby enhance its competitive

performance; indeed, the main issue of this research

is that what is the effect of Mellat Banking

Information Technology on agility and agility on the

competitive performance of the Mellat Bank?

IT capabilities: Bharayha (2000) believes that

information technology capabilities are related to the

ability of a company to mobilize and deploy IT-

related resources in their integration with other

resources and other capabilities (Faramarzi, 2016).

Relationship between variables

In order to achieve both types of agility, it is

imperative to process the volume and extent of

distributed information in an efficient way and

quickly apply flexible business processes and

efficiently coordinate tasks between dispersed

geographic units. These activities can be enhanced

with a number of IT capabilities (Roberts and Grover,

2012). Based on this theory, IT capabilities can

potentially help promote the development of fit in

the organization with the environment; therefore,

information technology can be a major ability to

create organizational agility by integrating with

monitoring, support, Learning, integration and

review (Weill et al., 2002). As a result, ICT capabilities

are expected to be synergistic and one of the main

factors influencing agility of the organization in two

dimensions is agility in the market and agility in

operations. For example, through these capabilities,

it can be ensured that competitors are closely

monitored and sufficient information is provided

from customers for use in managerial decisions.

Strong IT-enabled companies will be able to set up

internal operations to respond to potential changes

in the business environment, and will benefit from

investing in the market with new or improved value

propositions as a result of focusing on their

capabilities. However, the response to change often

means that coordination of activities in different

units or functions is required. Also, companies with a

strong IT capability will be able to constantly assess

and monitor the environment and improve their

knowledge base, engaging or not to participate in

achieving more agility in the market and agility in

operations (Lavie and Rosenkopf, 2006).

Definitions of variables

Competitive

performance:

Competitive

performance represents a set of ideal criteria for

innovative performance, product performance, and

sales marketing (Shan and Jolly, 2015 ). Competitive

performance implies competitive advantage, in so far

as the organization is able to develop itself more than

competitors (McGinnis and Vallopra, 1998).

Organizational Agility: Many researchers have

worked in this field, and each has provided several

definitions of agility, here the accepted definition

refers to the ability of the producer to react quickly

to sudden and unpredictable changes (Amirnezhad

and Dragon, 2016 ).

Operational agility: Defining agility in

operations on theoretical foundations involves two

basic concepts: responding to changes (unpredictable

and unexpected) with appropriate methods at the

right time and exploiting change and taking

advantage of change as an opportunity (Khoshlahn

and Ardabili, 2016 ).

Operational agility, in addition to facilitating

faster adaptation of domestic business processes,

enables IT organizations to achieve better business

Babazadeh and Jafari Titkanloo, 2019

processes through robust sequencing and rapid

In a research entitled "Effect of operational

agility on organizational performance in service

organizations", it was concluded that organizational

measures, technology, customer empowerment and

human resources (with the highest impact) as

organizational agility dimensions have a significant

effect on the performance of organizations (Arjlou et

al., 2017 ).

business operations throughout the value chain.

Wealth and large processes lead companies to

enhance their participation and use of IT capabilities

to search faster and integrate their competencies

into the value chain. In addition, this kind of agility

makes the knowledge upgraded in the organization

and improves by creating interconnections in the

virtual markets and making informed and quick

decisions in the marketplace and investing in it (Zott

et al, 2011 ).

study entitled "Investigating the

Relationship between Information Technology and

Organizational Agility in the Mahabad Agricultural

Bank", it was concluded that there is no relationship

between Flexible Information Technology at the

SADERAT Bank of Mahabad (Toure and Khalili, 2016 ).

In a study entitled "Investigating the effect of

It is generally believed that organizational agility

is very beneficial for organizations by enabling

organizations to restructure and regulate their

activities in line with changing business

environments, which ultimately lead to superior

performance over competitors. By enhancing

organizational agility, organizations will be better

able to identify competitive opportunities in their

target market and gain a better place by utilizing the

competencies and resources needed to exploit these

opportunities (Sambamurthy et al., 2003). Agility in

the market leads to the benefits of being first

through increased product customization, lower

delivery performance, and reduced response time. In

other words, high agility in operations helps

organizations to respond to their changing needs by

creating a coalition, improving operational flexibility,

lowering costs, and increasing customer retention. In

fact, organizational agility enables organizations to

invest in market changes by providing new value and

helping improve internal activities and align with

these changes in the market (Lu and Ramamurthy,

2011). Organizations will be able to enhance their

organizational agility. Which expands its competitive

practices and gains more in competitive

environments. As a result, both organizational agility

contributes to competitive victories (Mikalef and

Pateli, 2017 ).

In a research entitled "The Role of Technological

Innovation Capabilities in Promoting Innovation

Performance of Knowledge Based Companies", it was

concluded that the capabilities of strategic planning,

R and D, resource allocation, marketing and learning

can significantly improve the performance Improve

innovation (Ebrahimi Nejad and Peasant Soltani,

2018 ).

In a research entitled "Influence of Information

Technology Functionality on Performance with the

Organizational Agility Intermediary in Bank of

Commerce", it was concluded that IT capabilities

could affect organizational performance through

organizational agility (Kashani Nejad and Rastghoo

Kashani, 2017 ).

organizational

learning

organizational

performance with regard to organizational agility

mediators", it was concluded that organizational

agility has an impact on organizational performance

(Mohammadi Moghaddam et al., 2016 ).

In a research entitled "Influence of Information

Technology Abilities on Business Agility", it was

concluded that the four architectural capabilities,

infrastructure, human resources and communication

resources are the dimensions of the capability of

information technology as well as the three sensors,

responsiveness and learning Dimensions constitute

organizational agility and there is a meaningful

relationship between the capabilities of information

technology and organization agility (Magnificient et

al., 2015 ).

In a study entitled "Designing Operational and

Market Agility Modeling to Improve Competitive

Performance", it has been concluded that dynamic

capabilities have a significant effect on agility in the

market and operational agility (Elahe and Osanlou,

2014 ).

study entitled "Investigating the

Relationship between the Data Dimension (Database)

of Management Information Management Systems

and Organizational Agility in Sirjan Higher

Education Centers", it was concluded that there is a

positive and significant relationship between the

dimension of data in management information

systems with organizational agility (Ghanadzadeh

and Ya’gubipour, 2013 ).

In a study titled "Challenges for Organizational

Agility and Competitive Performance," for

organizations with small and medium resources with

limited resources, agility of the organization makes

these organizations more resistant to the changing

environment outside. Open your doors to serious

opportunities. In fact, agility is effective on their

competitive performance (Appelbaum et al., 2017 ).

J. Educ. Manage. Stud., 9(4): 16-24, 2019

A study entitled "Organizational agility and HR

Oriented Mediation", it was concluded that due to

the impact of information technology capabilities on

marketability and the impact of market orientation

on the organization's innovative performance,

Information technology can have an impact on

innovative performance (Wang et al., 2013 ).

strategies in competitive performance" concluded

that organizational agility and human resources

strategies can create beneficial changes and affect

the performance of the organization (Saha et al.,

2016 ). The community of this research is composed

of New Delhi's staff and

researcher-made

In the conceptual model of this research, the

competitive performance of the dependent variable

and the ability of the enterprise IT technology are

independent variables, in which two agility variables

in the market and agility in the role of the role play.

Agility in the market refers to the agility of out-of-

company actions, and agility in operations to agility

in internal organization actions. These relationships

are based on research (Mikalef and Pateli, 2017 ) in

Figure 1.

questionnaire was used to collect data. The results of

this research indicate that organizational agility and

human resource efficiency are important and can

affect the organization's ultimate competitive

performance.

In a research entitled "Dynamic Information

Technology Performance and Its Effect on

Competitive Performance", it was concluded that in

addition to confirming the role of intermediary

agility in operations and market agility in the

relationship between information technology

capabilities and competitive performance, agility in

operations It also has an impact on market agility

(Mikalef and Pateli, 2017 ).

Research hypotheses

 The ability of Mellat Banking Information

Technology has a positive and significant effect on

agility in the market.

In a study entitled "Recognizing the Relationship

between Information Technology Functionality and

Operational Agility through Multiple Approaches", it

was concluded that IT capabilities could lead to

agility in operations (Gong et al., 2017 ).

A study entitled "Operational Capacity Based on

the Capacity of Information Technology" concluded

that the ability of information technology in an

organization could lead to agility in its operations

(Tan et al., 2017 ).

 The ability of Mellat Banking Information

Technology has a positive and significant effect on

agility in operations.

 Agility in the operations of the Mellat Bank has

a positive and significant effect on agility in the

market.

 Agility in the nation's bank market has a

positive and significant effect on competitive

performance.

 Agility in Mellat operations has a positive and

significant effect on competitive performance.



research

entitled

Organizational

"Information

Ability and

Competitiveness,

Organizational Agility and Environmental Effects on

Performance Extreme" came to the conclusion that

in state-owned banks, innovation has a direct

relationship with organizational agility, and agility

has a positive impact on the performance of

organizations (Ravichandran et al., 2007 ).

Agility in

the market

Competitive

performance

Organizational

IT capability

A study entitled "Agility Enhancement with

Information Technology Capabilities" concluded that

timely information sharing through improving the

stability and performance of the supply chain would

enhance the agility of the organization. The

community of this research is staffed by the

Shanghai Insurance Bureau and uses a questionnaire

to collect information. The IT structure consists of

three components of system capabilities, the range of

technology, and the IT coalitions, which examine its

impact on agility, which includes four components of

speed, accountability, flexibility and competence (Li

et al., 2006 ).

Agility in

operation

Figure 1. Conceptual model of the research adapted

from (Mikalef and Pateli, 2017 ).

METHODOLOGY

This research is based on the nature and type of

research from the point where it intends to

investigate the impact of negative factors and

a research entitled "IT Influence and

Innovation Performance: With the Role of Market

Babazadeh and Jafari Titkanloo, 2019

negative oral advertising on brand change with the

equations, which is 5 times the total number of

cylinders (45). For this purpose, 225 questionnaires

were distributed among the sample members and

based on statistical analysis using SPSS and PLS

software.

In order to collect data, we use a standard

questionnaire based on the Likert scale of five

options (I completely disagree, 1 disagree, 2; I have no

opinion; 3 agree; 4; and I totally agree; 5) as the main

tool for collecting Data has been used. The

questionnaire consists of two parts; the first part

consists of the questions related to the individual

information of the respondents, and the second part

includes the questions related to the variables of the

research, which was used to ensure the validity of the

questions from the guidance and opinions of the

professors and relevant experts.

role of mistrust and negative emotions. It is a type of

applied research and since it is used in explaining the

conceptual model Different research has been used

and a model has been developed. Therefore, it could

be said that this research is also of a type of

developmental research. Since the purpose of this

research is to describe the circumstances and

phenomena examined in order to better understand

the existing conditions and contribute to the

decision-making process, this research, based on how

the data can be obtained, can be described as

descriptive and It also counted a survey. Because it

seeks to assess the impact between the variables of

the organization's IT capability and agility in the

market, agility in operations and competitive

performance.

The statistical population of this research

includes all relevant managers and experts in the

Central Bank of Mellat Bank of Mashhad (2 × 32 × 46).

The heads and authorities of the Mellat Bank

Mashhad branch offices and facilities (121 × 107 × 3). In

fact, it can be said that the society consists of two

groups of officials and experts of the Mellat Bank

(Figure 2) and the second group of managers of

Mellat Bank Branches in Mashhad. In total, the total

population of the survey is 367 people.

RESULTS

Frequency and frequency of respondents based on

gender show that men constitute the highest

percentage of respondents (72.9%) and women make

up 27.1% of respondents. Age descriptive statistics

show that the highest number of respondents in the

age group is between 31-40 years old and the lowest

in the age group of under 21-30 years old. In addition,

in the first part of the questionnaire, customers were

asked to indicate their level of education. 4% were

competent and lower, 44.9% had undergraduate

degrees, 24% had undergraduate and 27.1% had

doctoral degrees. The question of the work

experience of the subjects showed that 8.4% of the

subjects were less than 5 years old, 48% between 5 to

10 years and 43.6% more than 10 years of work

experience.

Test of hypotheses

Significant evaluation of Pyala's parameters in

the Smart Pialas software is done through the

automatic startup algorithm or BT. This algorithm is

created by re-sampling or replacing the original

sample. This command consists of samples with the

same number of units as the original sample. The

number of retries must be specified by the user. The

default value of the software is 200, but a higher

number (like 500) can provide a more reasonable

estimate of standard errors. The nonparametric

automated setup procedure in the PLS-PM model is

the basis for statistical inference. One of the

correlation indices in the structural model is the

significance of the path coefficients.

Figure 2. Significance of path coefficients (t statistics)

In this research, a sampling method is used to

select the sample. The reason for using this sampling

method is that, since not all experts and authorities

participate in answering, the questionnaires are

distributed electronically and paper to the people

who are available. The sample size is based on 5 to 10

times the number of items in the structural

Significance of the complementary paths is

significant for the sign of the beta coefficient of the

J. Educ. Manage. Stud., 9(4): 16-24, 2019

model. If the obtained value is above the minimum of

The summary of the results of the hypotheses is

presented in Table 1.

the statistics at the confidence level, that relationship

or hypothesis is confirmed. At 90%, 95% and 99%, this

value is compared with the minimum statistic of 1.64,

1.96, and 2.58, respectively. As can be seen, Fig. 8

shows the statistical values of t. The basis for the

rejection or confirmation of the hypotheses will then

be based on a 95% confidence level.

As can be seen, Figure 3 shows the structural

path coefficients. The path coefficients are the same

as standard beta in linear regression. The path

coefficients should be considered in magnitude, sign

and meaningful. The positive path coefficients

(positive beta) indicate the direct relationship

between the intrinsic and extraneous hidden

variables. In contrast, negative path coefficients

(negative beta) indicate the inverse relationship

between the intrinsic and extraneous hidden

variables. This value is greatly indicative of the

power of the relationship, which, with the

establishment of indirect relations, reduces the

magnitude of the beta coefficient. As can be seen,

Figure 3 shows the standard estimation coefficients

that indicate the effect of each variable on the other

variable.

Figure 3. Structural path coefficients

Table 1. the result of the clearance and rejection of the main hypothesis

Meaningful

( statistics Y t )

Path

coefficient

confidence

level

Hypothesis S

Results

Organizational IT capability

Agility in the market

Organizational IT capability

Agility in operation

2.694

0.372

95%

Confirmation

27.642

2.461

2.787

6.352

0.88

0.533

0.215

0.774

Agility in operation

Agility in the market

Competitive performance

Agility in operation

Competitive performance

degree of market agility. The third wave of

information technology research suggests that

although IT capability leads to a high degree of

market agility, this relationship is influenced by the

degree of assurance of circumstances and events.

The first goal of this study was to investigate the

impact of IT on agility in the market. Based on the

results of the data analysis, the T-value of this path

was 2.694 which indicates the significance of this

effect. This result is in line with the results of the

research (Mikalef and Pateli, 2017; Mokhtarian

DISCUSSION AND CONCLUSION

Information technology is a key factor in promoting

market agility and the ability to drive or hinder

market agility. A review of the three-wave literature

on various research on the relationship between IT

capability and market agility. The first wave of

research shows that IT capability not only does not

help to promote agility of the business, but also in

some cases causes damage. The second wave of

research suggests that IT capability brings a high

Babazadeh and Jafari Titkanloo, 2019

Dehkordi, 2017; Kashani Nejad and Rastghoo

customer

service,

leading

competitive

Kashani,, 2017; Magnificent et al., 2015; Ghanadzadeh

and Ya’gubipour, 2013 ).

performance. Other researchers have suggested

competitive performance of the organization as a

competitive advantage with the perspective of value

and quality, and its main elements are axial cost, core

product, and core services. Agility in operation can

affect competitive performance. The final goal of this

study was to investigate the effect of agility on

operations on competitive performance. Based on the

results of the data analysis, the value of the T-test

was 6.352, which means confirmation of the last

hypothesis. This result is in line with the results of

the research (Mikalef and Pateli, 2017; Arjlou et al.,

2017; Elahe and Osanlou, 2014; Appelbaum et al.,

2017 ).

Information technology is in fact a kind of

technology that is inclusive and its unique feature is

its inclusion and necessity. The range of changes

resulting from this phenomenon is very diverse and

involves the substitution of information instead of

energy or manpower in the industrial sector up to

the change in the internal sector of the service from

personnel services to social services and distribution

systems. Operational agility also refers to the

responsiveness, efficiency, and effectiveness of the

organization's efforts to modify and review the

internal operations of the organization when needed.

The second goal of this study was to investigate the

effect of the organization's IT capability on agility in

the operation. Based on the results of the data

analysis, the T-statistic was 276.22, the second

hypothesis of the research was confirmed. This result

is in line with the results of the research (Mikalef and

Pateli, 2017; Mokhtarian Dehkordi, 2017; Kashani

Nejad and Rastghoo Kashani,, 2017; Toure and Khalili,

2016; Gong et al., 2017; Tan et al., 2017 ).

The agility in the operation refers to the

reaction, effectiveness and effectiveness of the

organization's efforts to modify and review the

internal operations of the organization when needed.

Agility in operations can have a positive effect on

agility in the market. The third goal of this study was

to investigate the agility of operations in agility on

the market. Based on the results, the T-value was

obtained at 2.461. Given that this value is greater

than 1.96, this assumption is confirmed and agility in

the operation has a significant effect on agility in the

market at 95% confidence level. This result is in line

with the results of the research (Mikalef and Pateli,

2017 ).

Recommendations

It is recommended to confirm the first

hypothesis:

- Focused on the use of ICT capabilities.

- If banks are to succeed in confronting their

challenges and issues, their management training

should focus more on using the IT capabilities of the

organization to influence the agility of the market,

and by discovering the barriers to this important

action Basic things to do.

- It is suggested that objective variables be

measured such as deposit absorption, profitability,

attracting customers, reducing claims, increasing

customer etc. Information technology capabilities,

such as developmental issues, have a strong impact

on senior management support.

Considering the confirmation of the second

hypothesis of the research it is suggested:

- Management of Banks. Educational Strategies

Improve the IT capabilities and adapt them to the

needs and expectations of employees to take into

account the capabilities of the new technology and

pay more attention to qualitative aspects than IT

capabilities to agility in the operations of staff.

Considering the confirmation of the third

hypothesis of the research it is suggested:

By creating workshops to increase employee

agility, they will increase the agility of operations and

agility in the market. In this process, arrangements

should be made to strengthen monitoring during

implementation.

Competitive performance represents a set of

desirable criteria for innovative performance,

product performance, and sales marketing.

Competitive performance implies competitive

advantage, such that the organization is able to

develop more than competitors. This competitive

performance can be affected by agility in the

marketplace. Based on the results of the study, the T-

statistic in this path was 2.787 and, given the

significance of this T-statistic, the fourth hypothesis

of the research is confirmed. This result is consistent

with the results of the research (Mikalef and Pateli,

2017; Appelbaum et al., 2017; Ravichandran et al.,

2007 ).

Considering the confirmation of the fourth

hypothesis of the research it is suggested:

- Employers will attract employees who can agility in

the market, which will affect the competitive

performance of the bank. Therefore, the bank should

increase competitive performance by taking into

The competitive advantage enhances the

manufacturer's ability to provide a high level of

J. Educ. Manage. Stud., 9(4): 16-24, 2019

organizational agility mediator in Trade Bank. Modern

Engineering Engineering, 5 (1), 1-16.

account the competitive environment and economic

environment.

Khoshlahn, M. and Ardabili, F. S. (2016). The role of organizational

agility and transformational leadership in service recovery

prediction. "Proceedings - Social and Behavioral Sciences",

230 (1), 142-149

In the context of research suggestions from this

research, it can be argued that this research has been

done in the field of banking. It is suggested that such

research be carried out in other industries and the

results should be compared with the results of this

study. It is recommended that in future research,

technical and managerial capabilities.

Lavie D., and Rosenkopf, L. (2006). Balancing exploration and

exploitation in alliance formation. "Academy of management

journal", 49 (4), 797-818.

Li, G., Lin, Y., Wang, S. and Yan, H. (2006), "Enhancing agility by

timely sharing of supply information", Supply Chain

Management,

Vol.

No.

pp.

425-435.

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