Enterprise Information Systems Capabilities and Data Governance: Comparative Case Study Insights on Innovation and Efficiency Pathways in Manufacturing and Healthcare

Corporate governance and organisational performance in state-owned transport enterprises: An integrated model development perspective

This study explores the relationship between corporate governance and organisational performance within state-owned enterprises (SOEs) in the Zimbabwean transport sector, with the objective of developing an integrated and contextually relevant governance-performance model. Despite their critical role in facilitating mobility and supporting trade, SOEs such as Air Zimbabwe and Zimbabwe United Passenger Company (ZUPCO) continue to experience persistent challenges, including financial deficits, operational inefficiencies, and declining service delivery standards. Existing scholarship tends to examine corporate governance in isolation, often overlooking the broader organisational and institutional contexts within which these enterprises operate. Adopting a mixed-methods research design, this study integrates quantitative analyses, comprising descriptive statistics, correlation, regression, and moderation techniques, with qualitative insights derived from interviews. The research is underpinned by a multi-theoretical framework that incorporates the resource-based view (RBV), institutional theory, systems theory, and contingency theory. The findings reveal that corporate governance plays a pivotal role in influencing organisational performance, alongside key internal factors such as human capital, technological capability, organisational culture, leadership, and the external operating environment. These elements collectively affirm the multidimensional nature of organisational performance. However, the study also finds that political interference significantly undermines the positive impact of governance structures and organisational capabilities. The study makes a theoretical contribution by advancing an integrated governance-performance model, while empirically highlighting the moderating effect of political interference. From a practical standpoint, the findings underscore the importance of comprehensive reforms in SOEs that prioritise strengthened governance frameworks, reduced political intrusion, and enhanced organisational capacity.

Digital platforms as dynamic capability infrastructures: orchestrating open innovation and business process management in global technology firms

This study aims to examine how large technology multinationals use digital platforms as dynamic capability infrastructures to integrate open innovation (OI) with business process management (BPM) via absorptive capacity mechanisms. The study adopts a qualitative multi-case design based on four global technology firms. Data were collected from 30 elite interviews, 24 annual reports, and more than 300 webpages and analysed through a three-stage coding process. The findings show that digital platforms support open innovation by enabling firms to sense external opportunities, seize knowledge from distributed actors and reconfigure innovation-related business processes. Four strategic objectives shape platform deployment: developing global expert networks, accelerating digital transformation, accessing external R&D talent and exploring future technologies. The study also identifies firm-, managerial- and employee-level challenges that affect the integration of platform-generated knowledge into BPM routines. The qualitative case design provides rich process insight but limits statistical generalisability. Future research could test the proposed relationships through quantitative and longitudinal designs. Managers should align platform types with open innovation objectives, establish clear governance mechanisms, invest in absorptive capacity and develop analytics and digital skills to translate external knowledge into process improvements. The study contributes by conceptualising digital platforms as infrastructures that connect open innovation with BPM through dynamic capabilities and absorptive capacity. It clarifies how platform-enabled knowledge flows are embedded into business processes and identifies the organisational conditions that support or constrain this integration.

ESG-Oriented Collaborative Governance and Sustainable Supply Chain Performance: Supply Chain Resilience as a Mediator

In the highly volatile, uncertain, complex, and ambiguous (VUCA) era, global supply chains face escalating exposure to external shocks ranging from geopolitical disruptions to public health crises. This study investigates how environmental, social, and governance (ESG)-driven multi-stakeholder collaborative governance influences sustainable supply chain performance under conditions of severe macro-level disruption. Adopting a qualitative single-case study methodology, we conduct an in-depth longitudinal analysis of BYD Company Limited, examining its operational dynamics across the critical period from 2019 to 2023. The findings reveal that collaborative governance does not directly generate measurable performance dividends; rather, supply chain resilience functions as a crucial mediating mechanism that translates governance efforts into tangible outcomes. By organically integrating governments, suppliers, and non-governmental organizations, core enterprises cultivate profound relational capital and achieve extreme informational transparency across the network. These foundational elements systematically enhance the supply network's proactive readiness, concurrent resistance, and rapid recovery capabilities through agile resource bricolage. Ultimately, this enhanced resilience drives holistic sustainable performance across the Triple Bottom Line, encompassing economic, environmental, and social dimensions. Theoretically, this research unlocks the operational black box linking ESG initiatives to long-term performance, effectively bridging Stakeholder Theory with operations management scholarship. Practically, it provides actionable insights for managers seeking to transition from zero-sum bargaining paradigms to symbiotic ecosystems, leveraging ESG metrics not merely as compliance costs but as strategic instruments to construct resilient networks capable of navigating extreme global uncertainties.

Enterprise Architecture to Support the Resolution of IT Governance Problems in Regional Banks

Digital transformation in the banking sector requires organizations to establish information technology governance that can align business strategy, processes, data, applications, and organizational structures. Bank XYZ, as a regional development bank, faces three main IT governance problems: application portfolio inefficiency, weak data governance, and limited organizational alignment. This study aims to analyze how the development of Enterprise Architecture (EA) can support the resolution of these three problems. This research applies a qualitative approach using a case study method. Data were collected through documentation studies of strategic documents, governance documents, application catalogues, data catalogues, as well as discussions and assessments involving business and IT units of Bank XYZ. The analysis was conducted by mapping the identified problems to relevant EA artifacts, evaluating their suitability using COBIT 2019 APO03 Managed Enterprise Architecture, and confirming the analysis results with relevant stakeholders. The findings show that EA supports the improvement of application portfolio inefficiency through the application landscape and application communication diagram, which provide visibility into application distribution, functions, and inter-system dependencies. In terms of data governance, the data architecture and data catalogue help clarify data domains, data definitions, and the relationship between data, business processes, applications, and organizational units. For organizational alignment, the cascading of EA artifacts from the metamodel to level 2 business processes and the demonstration of the Event Driven Process Chain show how processes, data, applications, and organizational units can be integrated within a single architectural framework. The APO03 evaluation indicates a capability score of 2.70, meaning that EA management has passed Capability Level 2 but has not yet reached Capability Level 3. Stakeholder confirmation also indicates that the EA artifacts are considered suitable and relevant to the organization’s needs, particularly in addressing the three IT governance problems. However, stakeholders expressed concerns regarding implementation, especially in ensuring that EA artifacts can be managed, updated, and used continuously. These findings indicate that EA can serve as an IT governance analysis instrument that helps organizations understand architectural complexity and determine improvement priorities more systematically. Therefore, Bank XYZ needs to strengthen its EA management policy, establish a RACI matrix, and develop an EA implementation plan integrated with organizational program and project governance.

Driving organizational resilience through responsible production in developing economies: the roles of sustainable supply chain integration, dynamic capabilities, and digital transformation

This study investigates the impact of responsible production and consumption (RPC) on organizational resilience in the textile sector of Pakistan, with sustainable supply chain integration (SSCI) and dynamic capabilities as mediators, and digital transformation as a moderator. Drawing on dynamic capabilities theory (DCT), the research proposes a conceptual framework in which RPC, as a strategic sustainability resource, enhances resilience directly and indirectly through capability- and network-based mechanisms, with digital adoption strengthening these effects. Data were collected from 311 respondents across different managerial levels, including owners/top management, middle management, and operational managers, drawn from major textile hubs in Sindh and Punjab. The study employed a stratified sampling design with access-based respondent selection to ensure representation across managerial levels and firm categories within the textile sector. Analyses were conducted using PLS-SEM and Hayes’ PROCESS models, including 5000 bootstrap samples for mediation testing. Findings reveal that RPC significantly enhances organizational resilience, with both SSCI (β = 0.18) and dynamic capabilities (β = 0.16) serving as partial mediators. Digital transformation positively moderates the relationship between RPC and organizational resilience (β = 0.14), indicating that firms with higher digital adoption leverage responsible production practices more effectively to build resilience. The findings extend DCT by identifying sustainability-oriented resources, network-level integration, capability activation, and digital readiness as interconnected mechanisms and boundary conditions underlying resilience development. The study is significant for emerging economy manufacturing because it demonstrates how textile firms can combine responsible production, supply chain integration, adaptive capabilities, and digitalization to strengthen resilience under volatile conditions. However, the cross-sectional and single-country design limits causal inference and generalizability. Future research should employ longitudinal, cross-country, multisource, and objective performance-based approaches to further validate and extend the proposed framework.

Enterprise architecture as a socio-technical governance capability: explaining organizational value through governance mechanisms