International collaboration formation in entrepreneurial food industry: evidence of an emerging economy

The file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI link.Purpose International collaboration is a crucial requirement of entrepreneurship, particularly in developing emerging economies. This collaboration seems so necessary in the food industry as a major contributor to environmental, social and economic problems. This paper aims to identify, analyse the influential network relationship and prioritise the key success factors (KSFs) of international collaboration formation in the entrepreneurial food industry with a case study on Iran's emerging economy. Design/methodology/approach To identify a list of KSFs, a qualitative method, literature review, is initially used. A quantitative method, fuzzy-Delphi, then is employed to finalise the main KSFs based on the entrepreneurial food industry experts' opinion. To analyse the causal relationship, and prioritise the KSFs, a fuzzy decision-making trial and evaluation laboratory (DEMATEL)-analytic network process (ANP) methodology, i.e. FDANP, is applied. At the first stage, the cause–effect diagram of KSFs is extracted using fuzzy DEMATEL and then, the KSFs weights and priorities are evaluated using a fuzzy ANP. Findings The results illustrate that the characteristics of effective development workers are the leading dimension of a successful international collaboration that directly affects other dimensions. On the other hand, increased marketing and trading is the most important KSF that is directly related to international entrepreneurial collaboration team capabilities and professionalism. The leading and casual role of team members also plays a vital role in strategic and communication issues affecting the collaboration success, e.g. market research and new product development. Availability of financial resources and the ability of partners in continuous financing is also a crucial and required factor for a successful collaboration. Originality/value Using an extensive review of the literature to extract the KSFs of international entrepreneurial collaboration and finalising them using a fuzzy-Delphi method and examining the cause-effect relations between them, as well as prioritising the KSFs are the main contributions of this paper

Investigating Potential Interventions on disruptive impacts of Industry 4.0 technologies in Circular Supply chains : Evidence from SMEs of an Emerging Economy

 As a transversal theme, the intertwining of digitalization and sustainability has crossed all Supply Chains (SCs) levels dealing with widespread environmental and societal concerns. This paper investigates the potential interventions and disruptive impacts that Industry 4.0 technologies may have on pharmaceutical Circular SCs (CSCs). To accomplish this, a novel method involving a literature review and Pythagorean fuzzy-Delphi has initially been employed to identify and screen categorized lists of Industry 4.0 Disruptive Technologies (IDTs) and their impacts on pharmaceutical CSC. Subsequently, the weight of finalized impacts and the performance score of finalized IDTs have simultaneously been measured via a novel version of Pythagorean fuzzy SECA (Simultaneously Evaluation of Criteria and Alternatives). Then, the priority of each intervention for disruptive impacts of Industry 4.0 has been determined via the Hanlon method. This is one of the first papers to provide in-depth insights into advancing the study of the disruptive action of Industry 4.0 technologies cross-fertilizing CE throughout pharmaceutical SCs in the emerging economy of Iran. The results indicate that digital technologies such as Big Data Analytics, Global Positioning Systems, Enterprise Resource Planning, and Digital Platforms are quite available in the Irans' pharmaceutical industry. These technologies, along with four available interventions, e.g., environmental regulations, subsidy, fine, and reward, would facilitate moving towards a lean, agile, resilient, and sustainable supply chain through the efficient utilization of resources, optimized waste management, and substituting the human workforce by machines. </p