Factors Leading to the Digital Transformation Dead Zone in Shipping SMEs: A Dynamic Capability Theory Perspective
Round 1
Reviewer 1 Report
Comments and Suggestions for Authors- More theoretical information about DCT is recommended to be added in abstract section.
- It is not clear whether hypothesis 1 is reasonable. Similar for hypothesis 2. Please add more evidence.
- It is recommended to provide a specific section to describe DCT, which can be specified method.
- Please add more discussion for limitation section.
- The following studies were recommended to be properly cited: [1] https://doi.org/10.1016/j.physa.2023.128980 [2] https://doi.org/10.1016/j.engappai.2023.106686
Author Response
Manuscript: sustainability-3650127
Manuscript title: Factors Leading to the Digital Transformation Dead Zone in Shipping SMEs: A Dynamic Capability Theory Perspective.
The journal: Sustainability.
Dear the Editor and Reviewers,
We sincerely thank the Editor and Reviewers for their careful and thorough review of our manuscript, as well as for their insightful comments and constructive suggestions, which have greatly contributed to improving the quality of the paper.
Our responses are provided below, following each Reviewer’s comment in blue.
Thank you once again for considering our revised manuscript.
Best regards,
The authors
Author Response File: 
Author Response.docx
Reviewer 2 Report
Comments and Suggestions for AuthorsThis paper investigates the concept of digital transformation dead zones (DTDZ) in the context of shipping SMEs by utilizing the Dynamic Capabilities Theory (DCT). The topic is timely and relevant, particularly after the COVID-19 pandemic, which disrupted global supply chains and exposed critical vulnerabilities in SMEs' digital preparedness. The manuscript demonstrates rigorous quantitative analysis and employs appropriate methodological tools such as PCA, CFA, and SEM. However, several improvements are required to enhance the manuscript's theoretical depth, clarity, and contextual relevance. The integration of more recent literature and a discussion on the pre-, during-, and post-pandemic landscape, would significantly strengthen its contribution. Below are detailed comments for each part.
Abstract and Keywords
The abstract provides a concise overview of the study, identifying key barriers to digital transformation and situating the work within DCT. However, the abstract should be improved by explicitly stating the geographical and sectoral context (Vietnamese shipping SMEs) and by specifying the sample size and method used. Furthermore, the keywords could be refined by including terms such as “Vietnam” and “structural equation modeling” to improve searchability.
Introduction
The introduction outlines the significance of digital transformation in the maritime industry but would benefit from a stronger emphasis on the pandemic's role as a catalyst for digital change. Integrating insights from recent research, such as Kumar et al. (2023), who discuss ICT adoption during COVID-19, and Min (2023), who assesses supply chain transformation, would enrich the contextual backdrop. Moreover, the notion of “digital transformation dead zone” is novel but requires clearer positioning within broader digital transformation literature, as seen in Gupta and Kumar Singh (2023) on resilience in MSMEs and Varma and Dutta (2023) on post-pandemic business landscapes.
Literature Review
The literature review presents a comprehensive discussion on DCT and related constructs but lacks a critical synthesis of how these constructs interact in the maritime SME context. To bolster theoretical alignment and relevance, the authors should incorporate findings from Sreenivasan et al. (2023) on start-up resilience and El Khoury et al. (2023) on green supply chain practices. The inclusion of studies such as Qrunfleh et al. (2023), which synthesizes pandemic-related supply chain research, could also provide a richer understanding of how organizational capabilities evolved during COVID-19.
Methodology
The methodology is methodically detailed and statistically robust. However, greater transparency is needed regarding the rationale behind the convenience sampling method and the representativeness of the sample. Additionally, the limitations of this approach should be acknowledged. The integration of preventive measures for CMV, such as Harman's test, is commendable, but cross-referencing similar methodological strategies in recent studies like Bhanot et al. (2023) would add credibility and scholarly depth.
Research Results
The results are clearly presented with appropriate statistical validation. The use of PCA and CFA to refine and validate constructs is well-executed. Nonetheless, the results section would be strengthened by a more interpretive narrative that links statistical outcomes to real-world implications. For example, citing findings from Fares et al. (2023) on demand resilience in fast-fashion MSMEs can provide practical parallels for interpreting ecosystem collaboration deficits.
Discussion
The discussion effectively relates empirical findings to theoretical concepts but should delve deeper into the implications of pandemic-driven disruptions. Linking the observed barriers with documented shifts in organizational strategy during COVID-19, as discussed by Sreenivasan et al. (2023) and Qrunfleh et al. (2023), would provide more grounded insights. Moreover, the contrast between firms that advanced digitally and those that entered a dead zone should be elaborated with real examples or analogies from contemporary literature.
Conclusions, Limitations, and Future Research
The conclusion succinctly summarizes key findings but could be enriched by outlining specific policy or managerial implications. Limitations are acknowledged, yet the discussion remains general. The authors should explicitly suggest how future research can explore digital transformation trajectories across different stages of the pandemic and in other regional maritime hubs. Including suggestions to apply a longitudinal or mixed-methods approach in future studies, as seen in Gupta and Kumar Singh (2023), would enhance the conclusion's utility.
Suggested references
- Bhanot, N., Ahuja, J., Kidwai, H. I., Nayan, A., & Bhatti, R. S. (2023). A sustainable economic revival plan for post-COVID-19 using machine learning approach–a case study in developing economy context. Benchmarking: An International Journal, 30(6), 1782–1805.
- El Khoury, R., Nasrallah, N., Atayah, O. F., Dhiaf, M. M., & Frederico, G. F. (2023). The impact of green supply chain management practices on environmental performance during COVID-19 period: the case of discretionary companies in the G-20 countries. Benchmarking: An International Journal, 30(6), 2139–2165.
- Fares, N., Lloret, J., Kumar, V., Frederico, G. F., Kumar, A., & Garza-Reyes, J. A. (2023). Enablers of post-COVID-19 customer demand resilience: evidence for fast-fashion MSMEs. Benchmarking: An International Journal, 30(6), 2012–2039. https://doi.org/10.1108/BIJ-07-2022-0383
- Gupta, A., & Kumar Singh, R. (2023). Managing resilience of micro, small and medium enterprises (MSMEs) during COVID-19: analysis of barriers. Benchmarking: An International Journal, 30(6), 2062–2084.
- Kumar, V., Verma, P., Mittal, A., Tuesta Panduro, J. A., Singh, S., Paliwal, M., & Sharma, N. K. (2023). Adoption of ICTs as an emergent business strategy during and following COVID-19 crisis: evidence from Indian MSMEs. Benchmarking: An International Journal, 30(6), 1850–1883.
- Min, H. (2023). Assessing the impact of a COVID-19 pandemic on supply chain transformation: an exploratory analysis. Benchmarking: An International Journal, 30(6), 1765–1781.
- Qrunfleh, S., Vivek, S., Merz, R., & Mathivathanan, D. (2023). Mitigation themes in supply chain research during the COVID-19 pandemic: A systematic literature review. Benchmarking: An International Journal, 30(6), 1832–1849. h
- Sreenivasan, A., Suresh, M., & Tuesta Panduro, J. A. (2023). Modelling the resilience of start-ups during COVID-19 pandemic. Benchmarking: An International Journal, 30(6), 2085–2109. https://doi.org/10.1108/BIJ-02-2022-0073
- Varma, D., & Dutta, P. (2023). Restarting MSMEs and start-ups post COVID-19: a grounded theory approach to identify success factors to tackle changed business landscape. Benchmarking: An International Journal, 30(6), 1912–1941. https://doi.org/10.1108/BIJ-04-2022-0253
Author Response
Manuscript: sustainability-3650127
Manuscript title: Factors Leading to the Digital Transformation Dead Zone in Shipping SMEs: A Dynamic Capability Theory Perspective.
The journal: Sustainability.
Dear the Editor and Reviewers,
We sincerely thank the Editor and Reviewers for their careful and thorough review of our manuscript, as well as for their insightful comments and constructive suggestions, which have greatly contributed to improving the quality of the paper.
Our responses are provided below, following each Reviewer’s comment in blue.
Thank you once again for considering our revised manuscript.
Best regards,
The authors
Author Response File: Author Response.docx
Reviewer 3 Report
Comments and Suggestions for AuthorsThe scientific nature of this article is very poor and the method is not applicable to your topic.
1. This study adopted the convenience sampling method to collect data and distributed questionnaires to transportation companies through the maritime administration of Vietnam. This sampling method may lead to sample bias and cannot represent the overall situation of small and medium-sized shipping enterprises. There may be significant differences in digital transformation among small and medium-sized shipping enterprises in different regions and of different business types. Convenience sampling may overly focus on certain specific types of enterprises, making the research results lack universality. It is recommended to adopt stratified sampling or random sampling.
2. When the paper explores issues related to digital transformation, although it elaborates on concepts such as digital transformation and dynamic capabilities, it lacks clear and effective operational definitions when actually measuring digitalization. When measuring the dead zone of digital transformation, the scale items used are mostly based on subjective judgment and fail to accurately reflect the actual progress and effect of digital transformation. It is suggested to clarify the key dimensions and specific indicators of digital transformation, and measure the degree of digitalization through objective data and observable behaviors.
3. Lack of in-depth measurement of the application of digital technology. The digital transformation of the shipping industry involves the application of various technologies, such as the Internet of Things, blockchain, artificial intelligence, etc. However, the research did not conduct in-depth measurements of the actual application of these technologies in enterprises. Merely mentioning some obstacles that enterprises face in digital transformation cannot fully understand the impact of digital technology on small and medium-sized shipping enterprises.
4. When measuring various variables, overly rely on the subjective opinions of the respondents. When evaluating variables such as perception ability and grasping ability, most of the items in the scale are the subjective evaluations of the relevant capabilities of the enterprise by the respondents, lacking the support of objective data. This may lead to the measurement results being influenced by the personal cognition, attitude and experience of the respondents, resulting in deviations.
5. The research conclusion has a certain degree of subjectivity. Due to the lack of sufficient objective evidence, the persuasiveness of the conclusion is insufficient. During the revision process, the research conclusions should be re-examined, and more scientific methods and objective data should be combined for argumentation to ensure that the research conclusions can truly reflect the actual situation of the dead zone in the digital transformation of small and medium-sized shipping enterprises.
Author Response
Manuscript: sustainability-3650127
Manuscript title: Factors Leading to the Digital Transformation Dead Zone in Shipping SMEs: A Dynamic Capability Theory Perspective.
The journal: Sustainability.
Dear the Editor and Reviewers,
We sincerely thank the Editor and Reviewers for their careful and thorough review of our manuscript, as well as for their insightful comments and constructive suggestions, which have greatly contributed to improving the quality of the paper.
Our responses are provided below, following each Reviewer’s comment in blue.
Thank you once again for considering our revised manuscript.
Best regards,
The authors
Author Response File: Author Response.docx
Round 2
Reviewer 1 Report
Comments and Suggestions for AuthorsComments were addresed.
Reviewer 3 Report
Comments and Suggestions for AuthorsI think this version has improved and can be considered to be accepted.
