Navigating digital transformation: a practice-based view of supply chain resilience and viability in small and medium enterprises

Purpose Building digital supply chains to strengthen supply chain viability (SCV) has become essential for manufacturing firms seeking competitiveness. However, the roles of digital supply chain capabilities (DSCC), digital leadership (DL), supply chain resilience (SCRe) and their impact on SCV remain underexplored. Based on the contextual practice-based view, this study aims to investigate whether DSCC and DL, when integrated with SCRe, could realize SCV. Design/methodology/approach Using a survey data set of 349 Ghanaian manufacturing small and medium enterprises (SMEs) from different industries, the study empirically tests a mediated and moderated model to validate its hypotheses. It also conducts hierarchical linear modeling and bootstrapping to test the study’s hypotheses. Findings The results show that DSCC and DL positively enhance SCRe. SCRe partially mediates the effect of DSCC on SCV. DSCC positively moderates the relationship between SCRe and SCV, but there is statistically insignificant evidence that DL moderates this relationship. Originality/value To the best of the authors’ knowledge, this study is one of the very first attempts to develop an integrated model of SCV by exploring the interplay among digital capabilities, leadership and resilience. The findings of the study contribute to the digital transformation and supply chain management literature by systematically investigating the explanatory variables (digital SC capabilities and digital leadership) – practices (DSCP) – intermediate outcomes (SCR) – and performance (SCV). The paper offers fresh practical insights for owners/managers of SMEs, governments and policymakers from which they can understand how to navigate digital literacy to drive resilience and viability. Practically, managers should prioritize investments in digital supply chain capabilities as they both strengthen resilience and enhance its impact on viability. The focus should be on implementing practical digital tools like inventory tracking systems and supplier communication platforms, rather than extensive leadership development programs.