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This article analyzes the innovation performance antecedents of manufacturing firms that implement servitization-based industrial offerings in OECD countries. These servitized offerings can be conducted either digitally (remotely) and/or physically (on-site), and provide a comprehensive solution for industrial settings. Specifically, this article proposes that firms adopting Industrial Solution Services (ISS) in their different forms, namely Digital ISS, Operational ISS and Green ISS, exhibit higher innovation performance. In order to test this assumption, a linear regression model is used to investigate the effect of the different firms' ISS strategies - Digital, Operational and Green - which are moderated by the Sustainable Development Goal (SDG) Index in the country where the manufacturers operate. The results provide evidence that adopting Digital ISS can lead to higher innovation performance when SDGs are not taken into account. Conversely, Operational and Green ISS strategies are conducive to superior innovation performance in firms operating in countries with higher degrees of SDG accomplishment. These findings have significant theoretical and managerial implications regarding the advantages of ISS strategies for promoting innovation outcomes, particularly in alignment with nationwide SDG objectives. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to focus on the effects of human capital composition, innovation portfolio and size on manufacturing firms' performance. Moreover, it seeks to empirically identify the levels of education that are significant in labour productivity. Design/methodology/approach: The resource-based view (RBV) theory is applied using data gathered from the National Innovation Survey in the Manufacturing Industries of Peru. Using the ordinary least squares method on a sample of 584 Peruvian manufacturing firms, the effects on firm performance of two subsamples according to innovation portfolio and firm size are determined. Findings: The direct effects of human capital composition on productivity show that the higher the workers' educational level, the higher the productivity. However, if this relationship is analysed in terms of the innovation portfolio, the authors find that labour productivity in companies with product–service innovation is greater (i.e. more significant) than in traditional manufacturing firms with only product innovations. Similarly, if this relationship is compared in terms of company, the authors find that large companies are more significant than small and medium-sized enterprises. Practical implications: The study furthers the understanding of how the relationship between human capital composition, innovation portfolio and size of manufacturing firms positively affects labour productivity. Hence, it can help managers to craft their innovation portfolio according to the educational level of their human capital. This could require that not only human resource management innovates, but also that strategic partnerships be developed with educational establishments to boost training towards product–service innovation. Originality/value: This study's results provide confirmation that the configuration of human resources, innovation portfolio and size plays a significant role on manufacturing firms' performance, particularly in the context of developing countries. [ABSTRACT FROM AUTHOR]

The role of digital technologies (DTs) in humanitarian supply chains (HSC) has become an increasingly researched topic in the operations literature. While numerous publications have dealt with this convergence, most studies have focused on examining the implementation of individual DTs within the HSC context, leaving relevant literature, to date, dispersed and fragmented. This study, through a systematic literature review of 110 articles on HSC published between 2015 and 2020, provides a unified overview of the current state-of-the-art DTs adopted in HSC operations. The literature review findings substantiate the growing significance of DTs within HSC, identifying their main objectives and application domains, as well as their deployment with respect to the different HSC phases (i.e., Mitigation, Preparedness, Response, and Recovery). Furthermore, the findings also offer insight into how participant organizations might configure a technological portfolio aimed at overcoming operational difficulties in HSC endeavours. This work is novel as it differs from the existing traditional perspective on the role of individual technologies on HSC research by reviewing multiple DTs within the HSC domain. [ABSTRACT FROM AUTHOR]

A correction to this paper has been published: https://doi.org/10.1007/s10479-021-04135-8 [ABSTRACT FROM AUTHOR]