Sustainable Omnichannel Operations and Sustainable Performance: The Roles of Digital Innovation and Analytics Capabilities

Eltrina Naibaho

doi:10.61255/jeemba.v4i6.2059

Authors

Eltrina Naibaho Universitas Budi Darma, Indonesia

DOI:

https://doi.org/10.61255/jeemba.v4i6.2059

Keywords:

Sustainable Omnichannel Operations, Digital Innovation Capability, Big Data Analytics Capability, Sustainable Performance

Abstract

Purpose – This study examines the relationships between Sustainable Omnichannel Operations (SOO), Digital Innovation Capability (DIC), Business Data Analytics Capability (BDAC), and Sustainable Performance (SP) among Indonesian SMEs, with BDAC examined as a proposed intervening capability.

Design/methodology/approach – A quantitative explanatory survey was conducted with 331 SME owners, managers, and owner-managers from SMEs that used both online and offline sales channels. Data were analyzed using PLS-SEM with a disjoint two-stage approach for higher-order formative/composite constructs and a first-order formative/composite specification for DIC.

Findings/Results – In the primary model, SOO was positively associated with BDAC (β = 0.644, p < 0.001) and SP (β = 0.910, p < 0.001). However, a sensitivity analysis using a narrower SOO specification yielded an SOO–SP coefficient of approximately 0.287, indicating that the estimated magnitude depends on operationalization. DIC was positively associated with BDAC (β = 0.308, p < 0.001), but not with SP (β = -0.019, p = 0.575). BDAC was not significantly associated with SP (β = 0.045, p = 0.490). The indirect effects of SOO and DIC on SP through BDAC were also not statistically supported.

Originality/Value – The findings show that SOO is directly associated with sustainable performance, while the proposed indirect pathways through BDAC were not supported in the final model.

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