| Author(s) year |
Discussion |
| Jen et al. (2020). |
Intangible resources in the form of knowledge sharing across the parties in the logistics process enhancing the competitiveness |
| Manikas et al. (2023) |
The organisation's capabilities need to be re-aligned to suit the current demand of the dynamic industry. |
| Song et al. (2022) |
Capabilities are essential for retailers when facing technology in logistics activities. |
| Ding and Jie (2021) |
The logistics process's efficiency is enhanced by intangible resources, relational resources, especially trust, and information sharing. |
| Accorsi et al. (2018) |
Efficient information sharing amongst the logistics activities members increases the retailers' competitiveness. |
| Haag et al. (2019) |
The internal resources led to the retailers' capabilities to compete internationally, creating a competitive advantage. |
| Lee et al. (2018) |
Knowledge sharing regarding technology transfer between the parties in the logistics activities is the resource that will create competitiveness for the retailers. |
| Monferrer et al. (2021) |
Higher performance will be gained once the organisation can exploit knowledge through innovation capabilities. |
| Elia et al. (2021) |
Digital resources, technologies, and capabilities improve the competitiveness of the organisation. |
| Cherbib et al. (2021) |
The collaboration between the partners enhances the learning capabilities of the organisation. |
| Prataviera et al. (2023) |
The logistics activities' efficiency can be improved through good relationships, mutual trust and communication among the logistics partners. |
| Nandi et al. (2020) |
Implementing blockchain technology can enhance operational-level capabilities efficiency in terms of time and cost. |
| Lin et al. (2021) |
Efficient management of internal and external resources leads to better performance of the organisation. |
