Purpose

This study aims to investigate the relationship between supply chain leadership, digital supply chain practices and corporate sustainability strategies on the sustainability performance of logistics firms in Nigeria, one of Africa’s largest economies. It indicates that collaborative efforts within the supply chain context can improve sustainability performance.

Design/methodology/approach

Data from 468 firms in a major sub-Saharan African market were collected through a structured questionnaire. The analysis used descriptive statistics, principal component analysis and hierarchical regression analysis. Factor analysis and Cronbach’s alpha analysis were used to assess the validity and reliability of the instrument.

Findings

The results of this study reveal significant findings: proactive sustainability strategies exert a substantial positive effect on sustainability performance (β = 0.694, SE = 0.025, p < 0.01). Even when proactive sustainability strategies are included in the model, the positive impact of reactive sustainability strategies remains significant (β = 0.694, SE = 0.025, p < 0.01: Model 5). Regarding the moderating role of proactive and reactive corporate sustainability strategies, there is a notable interaction effect between supply chain leadership and proactive sustainability strategies concerning sustainability performance (p < 0.05). This confirms the positive relationship between supply chain leadership and sustainability performance when proactive sustainability strategies are at a high level (β = 0.844, SE = 0.0010, p < 0.01), supporting H4 that this relationship strengthens with higher levels of proactive sustainability strategies. Conversely, for Hypothesis H5, the interaction effect of reactive sustainability strategies with supply chain leadership changes the relationship from significantly positive to significantly negative (β = −0.068, SE = 0.0009, p < 0.01). Using the Baron and Kenny approach to test mediation, the mediating effect of digital supply on digital leadership is significant (β = 0.345, p = 0.000, p < 0.01). Furthermore, the effect of digital supply on sustainability performance is statistically significant (β = 0.081, p = 0.006, p < 0.01), as is the effect of digital leadership on sustainability performance (β = 0.181, p = 0.000, p < 0.01). These results indicate a mediation effect of digital supply.

Research limitations/implications

This study of logistic management has limitations, including its cross-sectional nature, which precludes the establishment of causality, thus necessitating longitudinal research to determine causal relationships. In addition, the focus on Nigerian firms, which vary significantly in their stages of learning and institutional development, emphasizes the need for further research in diverse contexts. Future studies should examine alternative institutional environments or developed economies to validate these assumptions. Another limitation is the potential for bias due to six employees rating their firms on each variable; therefore, using multiple data sources is recommended to objectively evaluate the validity of the self-reported questionnaire.

Practical implications

This study advises managers to exercise caution when selecting between proactive and reactive sustainability strategies to enhance sustainability performance. Proactive strategies reinforce the relationship between supply chain leadership and sustainability performance, while reactive strategies diminish it. Therefore, managers are encouraged to adopt more proactive strategies. This paper suggests that managers in emerging economies should recognize the distinct impacts of proactive sustainability strategies and allocate more resources toward them to improve sustainability performance, even in competitive markets. In addition, it highlights the importance of digital supply in fostering sustainability performance.

Originality/value

This study presents a novel perspective on the moderating role of corporate sustainability strategies in the relationship between supply chain leadership and the sustainability performance of logistics firms. It provides empirical evidence and fresh insights on proactive and reactive sustainability strategies for logistics firms in Nigeria. The findings highlight that proactive sustainability strategies enhance the connection between supply chain leadership and sustainability performance, whereas reactive strategies do not.

中文翻译：

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物流公司的可持续绩效和供应链领导力：企业可持续发展战略和数字供应链的作用

 目的

本研究旨在调查供应链领导力、数字供应链实践和企业可持续发展战略之间的关系，以影响非洲最大经济体之一尼日利亚物流公司的可持续发展绩效。它表明供应链范围内的协作努力可以提高可持续发展绩效。

设计/方法论/途径

通过结构化调查问卷收集了撒哈拉以南非洲主要市场 468 家公司的数据。分析采用描述性统计、主成分分析和层次回归分析。因子分析和克伦巴赫α分析用于评估仪器的有效性和可靠性。

 发现

这项研究的结果揭示了重要的发现：积极主动的可持续发展战略对可持续发展绩效具有显着的积极影响（β = 0.694，SE = 0.025， p < 0.01）。即使模型中包含主动型可持续发展战略，被动型可持续发展战略的积极影响仍然显着（β = 0.694，SE = 0.025， p < 0.01：模型 5）。关于主动和被动的企业可持续发展战略的调节作用，供应链领导力和主动可持续发展战略在可持续绩效方面存在显着的交互作用（ p ％3C 0.05）。这证实了当主动可持续发展战略处于高水平时，供应链领导力与可持续发展绩效之间存在正向关系（β = 0.844，SE = 0.0010， p < 0.01），支持假设4 ，即这种关系随着更高水平的主动可持续发展战略而加强。相反，对于假设H5 ，反应性可持续发展策略与供应链领导力的相互作用效应将关系从显着正向改变为显着负向 (β = -0.068，SE = 0.0009， p < 0.01)。使用 Baron 和 Kenny 方法来测试中介，数字供给对数字领导力的中介效应显着（β = 0.345， p = 0.000， p < 0.01）。此外，数字供应对可持续发展绩效的影响具有统计显着性（β = 0.081， p = 0.006， p < 0.01），数字领导力对可持续发展绩效的影响也是如此（β = 0.181， p = 0.000， p <） 0.01）。 这些结果表明数字供应的中介效应。

研究局限性/影响

这项物流管理研究存在局限性，包括其横截面性质，无法建立因果关系，因此需要纵向研究来确定因果关系。此外，对尼日利亚企业的关注，其学习和制度发展阶段差异很大，强调需要在不同背景下进行进一步研究。未来的研究应该考察替代的制度环境或发达经济体以验证这些假设。另一个限制是，由于六名员工对每个变量对公司进行评级，可能会出现偏差；因此，建议使用多种数据源来客观评价自我报告问卷的有效性。

 实际意义

这项研究建议管理者在选择主动和被动的可持续发展战略以提高可持续发展绩效时要小心谨慎。主动战略加强了供应链领导力与可持续发展绩效之间的关系，而被动战略则削弱了这种关系。因此，鼓励管理者采取更积极主动的策略。本文建议新兴经济体的管理者应认识到主动可持续发展战略的独特影响，并为其分配更多资源，以提高可持续发展绩效，即使是在竞争激烈的市场中也是如此。此外，它还强调了数字供应在促进可持续发展绩效方面的重要性。

 原创性/价值

本研究提出了企业可持续发展战略在供应链领导力与物流公司可持续发展绩效之间关系中的调节作用的新颖视角。它为尼日利亚物流公司的主动和被动可持续发展战略提供了经验证据和新见解。研究结果强调，主动的可持续发展战略可以增强供应链领导力和可持续发展绩效之间的联系，而反应性战略则不能。