Building digital technology and innovative lean management capabilities for enhancing operational performance: an empirical study

The study examines the direct effect of digital technology capability on innovative lean management capability and the indirect effect on operational performance. We considered continuous learning as a moderator, such that continuous learning could influence the relationships (i.e. digital technology capability and innovative lean management capability). We considered the overall satisfaction of employees as a moderator and empirically tested the relationships. The theoretical model was conceptualised by keeping the dynamic capability view in mind. The samples for the online survey were selected from food supply chain (FSC) firms. Hypothesis testing was performed and findings indicate that lower-order capabilities, such as adaptability, agility, and alignment capabilities, play a critical role in developing dynamic capability, that is, digital technology capability, which helps in achieving superior operational performance. However, innovative lean management capability plays a partial mediation role between digital technology capability and operational performance. A moderating role for continuous learning and overall satisfaction of employees was also supported. FSC firms should consider these factors to enhance operational performance in a dynamic business environment.