The Influence of Technological Innovation Capability on Sustainable Supply Chain Management Implementation—Evidence from Patent-Intensive Industries

Abstract

The technological innovation capability of enterprises has many functions and many influences on the implementation of sustainable supply chain management. The study aims to shed light on how technological innovation capabilities (TICs) affect the implementation of sustainable supply chain management (SSCM) and how they can help organizations overcome internal barriers to SSCM implementation. This descriptive survey was conducted in the context of Iran. The survey was carried out with 27 responses, which were analyzed by one-sample t-test to determine the relationships between variables, and the Friedman test to rank the results. This study employs SPSS for statistical analysis. The study reveals that all TICs have a substantial effect on SSCM implementation in general, especially the learning capability, resource allocation capability, and manufacturing capability, which all have an almost identical positive and significant effect on SSCM implementation. Interestingly, organizing capability had the least influence on SSCM implementation. In addition, the results demonstrating improved TICs could assist firms in overcoming internal barriers to SSCM implementation. From a practical standpoint, the relationship between TICs and SSCM implementation and its barriers may give insight into how organizations can enhance their SSCM implementation by improving TICs. Moreover, policymakers and sustainable supply chain managers in Iran can benefit from the identified relationships in this study. This study is one of the first to analyze the impact of TICs on SSCM implementation, and the findings provide a novel paradigm for understanding how TICs influence the implementation of SSCM.

1. Introduction

The entire globe has been affected by the overexploitation of natural resources and the production of industrial waste [1]. Over the past decade, sustainability issues have emerged as one of the most crucial supply chain challenges for businesses [2]. SSCM is defined as the “management of material, information, and capital flows as well as collaboration among enterprises throughout the supply chain while considering economic, environmental, and social aspects resulting from customer and stakeholder requirements” [3]; its mission is to incorporate simultaneously social, environmental, and economic objectives into supply chain activities [4].

Enterprise sustainable supply chain management refers to the management method in which enterprises adopt sustainable strategies and practices in all aspects of the supply chain to balance economic, social and environmental factors and achieve long-term development. This management approach aims to ensure the sustainable development of the supply chain through rational use of resources, reduction of waste, lower emissions and improvement of efficiency, while promoting economic, environmental and social responsibility and the sustainable competitive advantage of enterprises. Sustainable supply chain management covers the following aspects: (1) Environmental protection: including measures such as reducing greenhouse gas emissions, reducing energy consumption, optimizing logistics and transportation methods to reduce carbon emissions, and using environmentally friendly materials and packaging to reduce negative impacts on the environment. (2) Social responsibility: Paying attention to labor rights, safety and health, labor compensation, employee training and development, etc., in the supply chain to ensure that all parties in the supply chain can benefit and that there is no exploitation or injustice. (3) Economic benefits: Improving the efficiency and transparency of the supply chain, reducing costs, increasing profits, and enhancing the competitiveness and long-term development capabilities of enterprises.

Enterprise sustainable supply chain management not only helps enterprises reduce risk and improve reputation, but also meets the requirements of consumers, investors and governments for corporate social responsibility and sustainable development and promotes the sustainable development of the entire industry chain.

SSCM can only be implemented successfully if the entire supply chain has the necessary resources and competencies [5]. Therefore, several worldwide organizations strive to develop a more sustainable supply chain, not only by checking their suppliers’ compliance but also by promoting their capabilities to effectively address a variety of environmental and social concerns [6] as sited by [2]. Several studies (e.g., refs. [7,8,9,10,11,12,13,14,15,16]) examine the role of different kinds of capabilities (dynamic capabilities, organizational capabilities, predictive analytics capability, IT-enabled capabilities, internal capabilities and so one) in SSCM implementation and sustainable development (SD). Moreover, some other studies have defined some capabilities and their lack as enablers and barriers to SSCM adoption and implementation [17,18,19,20]. However, the capabilities reported in the existing literature are not enough to explain the role of capabilities in SSCM implementation and SD.

Enterprise technological innovation capability involves multiple aspects and refers to the comprehensive ability of enterprises to carry out innovation activities in the field of technology. Specifically, enterprise technological innovation capability mainly includes the following aspects: (1) R and D capability: The core of an enterprise’s technological innovation is R and D capability, including basic research, applied research and experimental development. R and D capability depends not only on the funds and equipment owned by the enterprise, but also on the enterprise’s talent team, scientific research institutions and R and D management level. (2) Technology acquisition capability: In addition to independent research and development, enterprises also need to acquire external technology resources through technology introduction, cooperative development, technology mergers and acquisitions, etc. Technology acquisition capability includes the ability to identify and evaluate external technologies and the ability to effectively integrate these technologies. (3) Technology transformation capability: the ability to transform technology research and development results into actual products and services. Technology transformation capability not only involves the technology itself, but also involves the grasp of market demand, production capacity, quality control and project management. (4) Innovation management capabilities: Enterprises need to have effective innovation management mechanisms, including the formulation of innovation strategies, the management of innovation projects, the allocation of innovation resources, and the cultivation of innovation culture. These management activities are crucial to the successful implementation of technological innovation. (5) Marketability: Technological innovation ultimately needs to realize its value through marketization. The marketability of an enterprise includes marketing, customer relationship management, market forecasting, and brand building. Strong marketability can ensure that innovative products and services can quickly occupy the market and achieve economic benefits. (6) Organizational learning capability: Technological innovation is a continuous process, and enterprises need to constantly learn and adapt to new technologies and market environments. Organizational learning capability includes the sharing and dissemination of internal knowledge, employee training and development, sensitivity to external information, and support from corporate culture. (7) External collaboration capability: Technological innovation often requires cooperation with external institutions, including universities and research institutes, other companies, and the government. Effective external collaboration capabilities can provide more resources and support for corporate technological innovation.

Improving an enterprise’s technological innovation capabilities requires integrating all of the above capabilities and continuously promoting technological innovation through internal management and external collaboration.

Considering the importance of technological innovation in achieving sustainability objectives [21,22,23], it seems necessary to evaluate the function of those technological innovation capabilities that can aid companies in adopting new technology for their SSCM implementation. Several studies [24,25] investigated the role of each TI capability in SSCM implementation and SD. However, there is no research that comprehensively describes the function of TICs in SSCM implementation.

This study aims to improve the current understanding of how TIC promotes the implementation of SSCM by clarifying its influence on SSCM implementation in general and its barriers in Iran. This study could fill the gaps in the existing SSCM literature by (1) identifying the influence of TICs on SSCM implementation and its challenges in the context of Iran; (2) providing a ranking of the most influential TI capabilities that enhance SSCM implementation.

We will select the patent-intensive industries for sample study. Patent-intensive industries are those that rely on the protection and use of a large number of patents to drive innovation, maintain competitive advantage, and promote economic growth. These industries usually have the following characteristics: (1) High R and D Investment: These industries have high investment in research and development (R and D), as innovation and technological advancement are the source of their core competitiveness. (2) Intellectual property protection: Patents, as an important form of intellectual property, are widely used to protect new technologies, new products and new processes, thereby preventing imitation and infringement by competitors. (3) Technology-intensive: These industries usually involve complex technology and high technical content, requiring highly specialized knowledge and skills. (4) High market value: Due to the uniqueness and advancement of innovative products and technologies, these industries often receive higher premiums and market shares in the market.

The following are some typical patent-intensive industries: (1) Information Technology (IT) and Software, including computer hardware, software development, communication technology, etc. The technology in these fields is updated quickly, and patent protection is particularly important. (2) Pharmaceuticals and biotechnology: Innovation in the fields of drug research and development and biotechnology requires a significant amount of scientific research investment, and the development process of new drugs is long. Patent protection can guarantee the company’s return on investment. (3) Electronic and electrical equipment, including semiconductors, consumer electronics, etc. The innovation and design of these products require a great deal of patent protection. (4) Machinery and industrial equipment, involving automation equipment, industrial robots, etc., which require high-precision and high-efficiency technological innovation. (5) Chemistry and Materials Science: The research and development of new materials and new chemicals also requires a great deal of patent protection to ensure their market competitiveness. (6) Automobile manufacturing: Especially, the research and development of electric vehicles and autonomous driving technologies requires a large number of patents to protect new technologies and processes.

The impact of patent-intensive industries is as follows. These industries have a huge impact on economic development because they promote technological progress and increase productivity. For example: (1) Economic growth: Patent-intensive industries have driven high-quality economic growth through technological innovation and high value-added products. (2) Employment opportunities: These industries usually provide a large number of high-tech, high-paying jobs, attracting high-quality talents. (3) International competitiveness: In the global market, companies and countries with a large number of patents often have an advantage in technological competition.

In order to support the development of patent-intensive industries, many countries have adopted a series of policy measures, such as: (1) improve the patent system: strengthen the patent application, approval and protection mechanisms, and improve the efficiency of patent examination. (2) R and D incentives: Provide R and D tax incentives, R and D subsidies and other policies to encourage companies to increase R and D investment. (3) Intellectual property protection: crack down on infringements and protect the legitimate rights and interests of intellectual property holders.

In short, patent-intensive industries are important pillars of the modern economy. They not only promote technological innovation, but also enhance the competitiveness of countries and enterprises.

The present work has been conducted in three phases. (1) A comprehensive literature review to investigate the potential relationships between TICs and SSCM implementation, and its barriers; the results from this phase provide the basis of the questionnaire; (2) analyzing the questionnaire results by one-sample t-test to reveal the impact of TICs on SSCM implementation and its barriers; (3) ranking the results to determine the most influential capabilities on SSCM implementation.

The following is the paper’s structure: Section 2 provides a quick overview of the majority of relevant literature. Section 3 presents the research model and hypotheses. Section 4 describes the study techniques and data collection processes, while Section 5 presents the statistical analysis findings and discussion. Section 6 contains a complete conclusion, limitations, and recommendations for further research.

2. Theoretical Framework

2.1. Technological Innovation Capability and Evaluation

An enterprise’s technological innovation capability involves the following capacities: (1) Technology R and D capabilities: the investment of an enterprise in the research and development of new technologies and new products, including resources such as personnel, funds and facilities; the continuous carrying out of technological research and development to master cutting-edge and core technologies. (2) Technology application and transformation capabilities: the ability to translate research findings into practical applications, including process control and management, from laboratory research to large-scale production. (3) Technology reserves and upgrade capabilities: the business’s technological reserves and upgrading capabilities in specific technological fields; the ability to update and upgrade existing technologies in a timely manner to adapt to changes in the market and environment. (4) Technology innovation system construction: the internal technological innovation system of the enterprise, including R and D team, innovation culture, incentive mechanism, etc.; the establishment of a sound innovation management system and process to ensure that technological innovation activities are carried out in an orderly manner. (5) Market-oriented innovation capabilities: to carry out technological innovation based on market demand and ensure that technological innovation can meet market demand, including the organic combination of market research, user feedback and technology development. (6) Innovative cooperation capabilities: to cooperate with external scientific research institutions, universities, enterprises, etc., to integrate external resources for joint innovation, including technology introduction, cooperative development, joint laboratories and other forms.

TICs were first discussed by [26]. They define TICs as the ability to adapt to unanticipated technology change, generate new goods, and employ new technical processes to suit present and anticipated future demands [26]. Following that, numerous scholars have worked on the notion of TICs, presenting different definitions and classifications in a variety of ways, as a diverse and complicated construct [27]. Christensen [28], for example, characterizes TICs as a collection of assets (science research asset, process innovation asset, product innovation asset, and aesthetic design asset [29]. TICs are also defined by Guan and Ma [30] as a type of exceptional asset or resource that comprises technology, product, process, knowledge, experience, and organization. TICs are involved in organizational processes and activities, according to [31]. TICs include concept generation capability, product development capability, process innovation capability, technology acquisition capability, leadership capability, resource deployment capability, and system and tool effectiveness capability. Furthermore, Burgelman et al. [32] describe TICs as a complete collection of organizational features that promote and support technical innovation initiatives.

Furthermore, successful technological innovation is dependent not just on technological capability but also on other important competencies in manufacturing, marketing, organization, strategic planning, learning, and resource allocation [33]. Yam et al. [33] classify TICs into seven dimensions based on a functional approach: learning capability, R and D capability, manufacturing capability, marketing capability, resource allocation capability, organizing capability, and strategic planning capability. The Yam framework was then applied by other academicians to audit TICs in developing countries [27,29,34,35].

Due to the comprehensiveness and ease of understanding of the audit framework proposed by [33], as well as its applicability in the context of developing countries, this paper utilized the audit framework proposed by [33] to examine the impact of TICs on SSCM implementation in Iran.

According to [33], each of the seven TIC dimensions is defined as follows:

• Learning capability: The capacity of a company to detect, integrate, and use knowledge from its surroundings.
• R and D capability: The capacity of a company to combine R and D strategy, project implementation, project portfolio management, and R and D expenditure.
• Resource allocation capability: The capacity of a business to acquire and allocate cash, knowledge, and technology correctly in the innovation process.
• Manufacturing capability: a company’s ability to turn R and D results into products that fulfil market demands, adhere to design specifications, and can be manufactured.
• Marketing capability: a company’s ability to publicize and sell items based on an awareness of customer demands, the competitive environment, costs and benefits, and acceptance of the innovation.
• Organizing capability: the ability of a business to secure organizational mechanism and harmony, cultivate organizational culture, and implement excellent management practices.
• Strategic planning capability: the capacity of a corporation to recognize internal strengths and weaknesses, as well as external opportunities and threats, design plans in line with corporate vision and missions, and alter plans for implementation.

2.2. SSCM Implementation

2.2.1. SSCM

The implementation of sustainable supply chain management in enterprises covers all aspects from supply chain design to operation, aiming to ensure that the supply chain operations of enterprises can achieve sustainability in economic, social and environmental aspects. The following are the general implementation contents of sustainable supply chain management in enterprises: (1) Assessment and Planning Phase: Supply chain risk assessment: Assess various risks in the supply chain, including market risk, environmental risk, political risk, etc., to identify risk factors that may affect sustainability. Set sustainability goals: Determine the company’s goals and indicators for sustainable supply chain management, including goals in reducing carbon emissions, lowering resource consumption, and improving social responsibility. (2) Supplier selection and cooperation stage: Supplier evaluation and review: Evaluate potential suppliers, examine their performance in terms of environment, social responsibility, quality management, etc., and select sustainable supplier partners. Establish partnerships: Establish long-term and stable partnerships with suppliers, work together to achieve sustainable development goals, share resources and information, and jointly solve problems. (3) Product design and development phase: Life cycle assessment: Evaluate the entire life cycle of a product, including raw material acquisition, production, transportation, use and disposal, to reduce environmental impact. Promote innovation: Encourage innovation in product design and manufacturing processes, adopt environmentally friendly materials and technologies, and improve product sustainability. (4) Procurement and supply chain management stage: Supply chain transparency: Establish supply chain transparency and understand the situation of each link in the supply chain, including information such as the source of raw materials, production conditions, and labor rights. Supply chain compliance: Ensure that all parties in the supply chain comply with relevant laws, regulations and standards, including environmental regulations, labor regulations, etc., to ensure the compliance of the supply chain. (5) Transport and logistics management stage: Energy conservation and emission reduction: Adopt energy-saving and environmentally friendly transportation methods and technologies to reduce carbon emissions and energy consumption during transportation. Optimize transportation network: optimize the logistics network and transportation routes of the supply chain, reduce transportation distance and transportation costs, and improve transportation efficiency. (6) Social responsibility and employee management stage: Labor rights: Ensure that workers in the supply chain enjoy reasonable working conditions and rights, including wages, job safety, labor contracts, etc. Community investment: Actively participate in local community development, fulfill corporate social responsibility, and support community education, environmental protection, poverty alleviation and other projects. (7) Monitoring and evaluation phase: Performance evaluation: Regularly evaluate and monitor the sustainability performance of the supply chain to check whether the set sustainable development goals and indicators have been achieved. Continuous improvement: Based on the evaluation results, formulate improvement plans and measures to continuously optimize supply chain management and operations and continuously improve the level of sustainability.

Through the above implementation, enterprises can establish a highly sustainable supply chain management system, thereby achieving triple benefits for economy, society and environment.

Numerous researchers have attempted to define the term SSCM, and all agree that it may be defined as SCM that focuses on environmental, economic, and social stability for long-term sustainable growth [3,36,37,38]. The definitions proposed by Carter and Rogers [38] and Seuring and Müller [3] have been widely accepted up to this point:

Carter and Rogers: “The strategic, transparent integration and attainment of an organization’s social, environmental, and economic objectives in the systemic coordination of important inter-organizational business operations for enhancing the individual organization’s and its supplier chains’ long-term economic performance” [39].

Seuring and Müller: “Management of material, information, and capital flows, as well as collaboration among enterprises and the SC, while taking into consideration objectives from all three aspects of sustainable development, i.e., economic, environmental, and social, as determined from customer and stakeholder expectations” [40].

The main goal of SSCM is to prevent harm to ecological and social systems, but enterprises and organizations implement SSCM to create a long-term profit by taking advantage of natural and social system services and products, as well as to expand the domain of their customers and businesses [41]. SSCM may help bridge the gap between domestic development and environmental concerns, as well as provide prospective regional, national, and global economic gains [42]. Since the application of SSCM has resulted in excessive profits not only at the organizational level but also at the national and global levels, the majority of governments force companies to comply with environmental and social rules. Moreover, today’s environmentally concerned customers want sustainable manufacturing. Consequently, SSCM is gaining prominence as a research subject in operations and SCM research [38,41,42,43].

Successful SSCM implementation relies on adopting and implementing SSCM practices effectively. Effective implementation of sustainable practices in supply chains is always contingent on organizational factors and company operational conditions [44]. In general, the effort towards SSCM is not that easy, since companies confront barriers [45] that can significantly affect the success of SSCM implementation. Considering that barriers can play a substantial role in the implementation of SSCM practices, this research considers overcoming barriers to SSCM implementation as a factor for effective SSCM implementation. The following is a survey of the available literature related to barriers to SSCM implementation. Since barriers have been identified in the literature by industry- or country-specific research [46,47,48], this study concentrated on the Iranian context.

2.2.2. Identification of Key Barriers to SSCM Implementation

In its most basic form, a “barrier” is a notion that restricts a person’s or company’s ability to engage in an activity. Companies that use SSCM practices may face challenges that impede or severely diminish their performance [46,47,48]. The first step in developing research items is to review the literature that is relevant to the study’s scope [49]. After a comprehensive review of the literature on barriers to SSCM implementation in developing countries, Iran in particular, we decided to use the results of our previous study [50], which identified the barriers to SSCM implementation in Iran, because it is the most recent and comprehensive study on barriers to SSCM implementation in Iran. Since TICs are internal capabilities and may affect internal factors more than external ones, only the internal barriers were considered in this study. The identified internal barriers to SSCM implementation by [50] are illustrated in

Table 1. Internal barriers to SSCM implementation.

No.	Barrier
B1	Financial Constraints
B2	Old equipment and machinery
B3	Lack of new technologies, materials, and processes
B4	Inadequate sustainability research and development
B5	Lack of commitment and support by the top management level
B6	Lack of performance measuring, monitoring tools and evaluation standards
B7	Lack of strategic planning
B8	Inadequate sustainability training and education
B9	Lack of human skills, experience, and necessary tools for implementing SSCM practices.
B10	Behavioural and psychological barriers
B11	Lack of gender balance in the board of directors
B12	Lack of sustainability and CSR committees in enterprises

.

2.3. Relationship between TICs and SSCM Implementation

The technological innovation capability of enterprises has many functions and many influences on the implementation of sustainable supply chain management, mainly including the following aspects: (1) Improve resource utilization efficiency: Technological innovation can help companies develop more efficient, energy-saving and environmentally friendly production technologies and processes, thereby improving resource utilization efficiency. By reducing resource consumption and waste, companies can reduce production costs, improve production efficiency and achieve the economic benefits of sustainable supply chain management. (2) Reduce environmental impact: Technological innovation helps develop environmentally friendly products and production processes, reducing pollution and damage to the environment. For example, the use of clean energy, recycling resources, reducing waste emissions and other technical means can effectively reduce the company’s carbon emissions and ecological footprint, and promote the environmental sustainability of sustainable supply chain management. (3) Promoting product innovation and diversification: Improving technological innovation capabilities helps companies launch more innovative products that meet market demand. By continuously developing new products and technologies, companies can meet consumers’ demand for diversified products, increase product added value, and enhance their competitiveness in the market, thereby promoting the economic sustainability of sustainable supply chain management. (4) Optimize supply chain network and processes: Technological innovation can help enterprises optimize supply chain networks and processes and improve the operational efficiency and flexibility of the supply chain. By adopting advanced information technology and logistics management systems to optimize the supply, production, and distribution of the supply chain, inventory costs can be reduced, delivery cycles can be shortened, the response speed of the supply chain and customer satisfaction can be improved, and the economic and social benefits of sustainable supply chain management can be promoted. (5) Strengthen supplier management and cooperation: Improving technological innovation capabilities helps companies strengthen management and cooperation with suppliers. Through technological innovation, companies can provide suppliers with more technical support and training, improve their production capacities and product quality, establish stable and long-term cooperative relationships, and jointly commit to the social responsibility and environmental protection of sustainable supply chain management.

Several scholars have already proven the significance of technological innovation in achieving sustainability [51,52,53,54]. Technology innovation contributes significantly to environmental and social sustainability. It could also be considered a significant driver of sustainability [53,55]. However, the absence of technological innovation capability has often prevented this spread from translating into genuine potential for sustainable development [52], which can be overcome by the TIC concept. TIC is a complete collection of a company’s qualities that enable and support its technological innovation plans [56].

Based on the relationship between technological innovation and sustainability, which has been studied by a number of researchers, it can be assumed that technological innovation could help organizations implement sustainable supply chain management.

3. Research Model and Hypotheses

3.1. Research Model

Figure 1 illustrates the general framework of the research model. To explain the potential relationships between each dimension of TICs and SSCM implementation and its barriers, a comprehensive literature review was conducted. Since each capability can impact different parts of organizations and their supply chains, related barriers to each capability were identified by reviewing the existing literature and interviewing some experts. This can make the questionnaire shorter and increase the response rate. In the following, these potential relationships will be examined under each hypothesis.

Based on the above model, we use the Reliability test, One-sample t-test and Freidman Test to test all the hypotheses about the impacting relationship between the components of TIC and the components of the SSCM implementation. These tests’ mathematical expression are omitted.

Reliability testing is crucial to ensure that the measurements or instruments used in research consistently produce stable and consistent results. This consistency is fundamental for the validity and credibility of the study’s findings. Types of Reliability in Empirical Studies include: (1) Test–Retest Reliability: Measures the consistency of a test over time. This involves administering the same test to the same group of participants on two different occasions and then correlating the scores. (2) Inter-Rater Reliability: Assesses the degree to which different raters or observers provide consistent estimates or judgments. This is crucial in studies involving subjective assessments. (3) Parallel-Forms Reliability: Involves creating two equivalent versions of a test (forms A and B) and administering both versions to the same group of participants to determine the consistency of scores between the two forms. (4) Internal Consistency Reliability: Evaluates the consistency of results across items within a single test. This is commonly measured using Cronbach’s alpha. Methods for Assessing Reliability include: (1) Cronbach’s Alpha: A measure of internal consistency, indicating how closely related a set of items are as a group. A high Cronbach’s alpha (typically above 0.70) suggests good internal consistency. (2) Split-Half Reliability: Involves dividing a test into two halves and correlating the scores on each half to evaluate the consistency of the test. This can be done using the Spearman–Brown formula. (3) Intraclass Correlation Coefficient (ICC): Used to assess the reliability of ratings in studies involving multiple raters. This is particularly useful in measuring inter-rater reliability. (4) Kappa Statistic: A statistic that measures inter-rater agreement for categorical items. This accounts for the possibility of agreement occurring by chance. This study selects the Cronbach’s Alpha for reliability test. Cronbach’s Alpha is a crucial statistic for evaluating the reliability of a set of scale items in measuring a single construct. By calculating and interpreting Cronbach’s Alpha, researchers can assess whether their measurement instruments are consistent and reliable

A one-sample t-test is a statistical method used to determine whether the mean of a single sample differs significantly from a known or hypothesized population mean. This test is particularly useful when comparing the sample mean to a specific value to see if there is evidence that the sample mean is significantly different from that value. Based on the Null Hypothesis (h0) (the null hypothesis states that there is no significant difference between the sample mean and the population mean) and Alternative Hypothesis (h1) (the alternative hypothesis states that there is a significant difference between the sample mean and the population mean), the one-sample t-test uses Test Statistic, Degrees of Freedom (df) (the degrees of freedom for the one-sample t-test is n−1) and p-value (the p-value indicates the probability of obtaining a test statistic at least as extreme as the one observed, under the assumption that the null hypothesis is true; a small p-value (typically less than 0.05) indicates strong evidence against the null hypothesis).

The Friedman test is a non-parametric statistical test used to detect differences in treatments across multiple test attempts. It is an alternative to the repeated measures ANOVA when the assumptions of normality are not met. The Friedman test is especially useful for analyzing data from experiments where the same subjects are exposed to different treatments and the measurements are ordinal or not normally distributed. The Friedman test is also based on the Null Hypothesis (h0) and Alternative Hypothesis (h1), and uses Test Statistic, Degrees of Freedom (df) and p-value. The Friedman test is a valuable non-parametric alternative to repeated measures ANOVA, suitable for ordinal data or non-normally distributed continuous data. By following the steps outlined above, researchers can determine if there are significant differences between treatments across multiple test attempts.

3.2. Research Hypothesis

3.2.1. Learning Capability

Learning Capability and SSCM Implementation (SSCM)

Yam et al. [33] define learning capability as an organization’s capacity to recognize, integrate, and use environmental information. They based their definition on the organizational learning definition by [57,58,59,60]. Several studies have investigated the significance of organizational learning and its capability for organizational sustainability, as well as the adoption and implementation of sustainable supply chain management [61,62,63,64,65]. Adoption of organizational learning capability has a major impact on boosting sustainability performance, according to [62]. In addition, [63] aimed to increase understanding of the significance of organizational learning in meeting the requirements of organizational sustainability, specifically triple bottom line (TBL) sustainability. Moreover, [61] revealed that organizational learning is a crucial factor for the successful implementation of sustainable supply chain management. Thus:

H1. 

Learning capability has a positive and significant impact on sustainable supply chain management implementation.

Learning Capability and Financial Constraint (B1)

Finances are crucial to the effective implementation of SSCM. The major barrier to the implementation of SSCM practices in any industry is a lack of financial resources. Several studies on the relationship between learning capability and financial performance have been undertaken, and the results indicate that organizational learning and its capability have a substantial effect on financial performance [66,67,68,69]. Thus:

H2. 

Learning capability has a positive and significant impact on overcoming financial constraint.

Learning Capability and Lack of Commitment and Support by the Top Management Level (B5)

The reluctance of top management to change present unsustainable processes and investments is a key barrier to the effective implementation of SSCM principles. Without the commitment of top management, there would be no attention paid to sustainability and no appropriate resource allocation. In addition, there is no direction for policy development or environmental goal attainment [50]. Top management cannot embrace an environmental strategy without altering present organizational procedures and practices [70,71,72], as sited by [73]. Enhancing organizational learning capacities might facilitate the analysis, intervention, and evaluation procedures necessary for leading change in management initiatives [74]. Thus:

H3. 

Learning capability has a positive and significant impact on overcoming lack of commitment and support by the top management level.

Learning Capability and Inadequate Sustainability Training and Education (B8)

Lack of knowledge about the company’s appropriate SSCM practices is a major obstacle; thus, proper training must be offered to employees to guarantee the effective implementation of SSCM processes [50]. Since a company’s learning capacity is its ability to find, integrate, and use information from the environment [33], it seems like this could help companies teach and train people about sustainability in the right way. Thus:

H4. 

Learning capability has a positive and significant impact on overcoming inadequate sustainability training and education.

Learning Capability and Lack of Human Skills, Experience, and Necessary Tools for Implementing SSCM Practices (B9)

The human aspects of SSCM, such as labor, skill, and experience, and their interrelationships, must be seen as the key component required for effective SSCM implementation [33]. According to Bahadori et al. [75], learning capacity is seen as an active process that results in information transfer, openness, integrating capability, and experimentation. Then:

H5. 

Learning capability has a positive and significant impact on overcoming lack of human skills, experience, and necessary tools for implementing SSCM practices.

Learning Capability and Behavioral and Psychological Barriers (B10)

One of the most significant challenges to SSCM implementation is overcoming behavioral barriers. People are resistant to change [50]. Ref. [76] as sited by [61,77] contends that genuine behavioral changes are the product of knowledge changes. Since “learning capability” is the capability of an organization to process knowledge to create, acquire, transfer, and integrate knowledge and to modify its behavior to reflect the new cognitive situation in order to improve its performance [77], it seems that learning capability could assist organizations in overcoming the behavioral and psychological barriers to SSCM implementation. Then:

H6. 

Learning capability has a positive and significant impact on overcoming behavioral and psychological barriers.

Learning Capability and Lack of Sustainability and CSR Committees in Enterprises (B12)

Several studies on the role of organizational learning in CSR implementation have been undertaken; all of these studies demonstrate that the successful implementation of CSR is dependent on organizational learning [70,78,79]. According to [80] as sited by [81], for CSR performance to be successful, learning is essential to alter the attitudes and motivations of employees, resulting in an increase in their commitment to the efficacy of CSR initiatives, which could lead to the formation of sustainability and CSR committees. Then:

H7. 

Learning capability has a positive and significant impact on overcoming lack of sustainability and on CSR committees in enterprises.

3.2.2. R and D Capability

R and D Capability and SSCM Implementation (SSCM)

An organization’s R and D capability is its ability to integrate R and D strategy, project implementation, project portfolio management, and R and D budget [34]. Research and development (R and D) intensity offers a favorable platform for the development and long-term sustainability of sustainable practices, delivering both financial benefits and beneficial effects on the natural environment, society, and economy [25]. Thus:

H8. 

R and D capability has a positive impact on sustainable supply chain management implementation.

R and D Capability and Lack of New Technologies, Materials, and Processes (B3)

Since R and D is a component of innovation at the front end of the innovation life cycle that equips companies with technologically innovative capabilities and skills to meet sustainability requirements [25], it appears that R and D capability could aid organizations in developing new technologies, materials, and processes for their supply chain. Then:

H9. 

R and D capability has a positive impact on overcoming lack of new technologies, materials, and processes.

R and D Capability and Inadequate Sustainability Research and Development (B4)

Since R and D helps organizations understand the value and impact of SSCM implementation on their business and define more effective SSCM procedures [50], it seems that R and D capability could help companies successfully implement SSCM by making it easier for them to pursue more research and development on sustainability. Thus:

H10. 

R and D capability has a positive impact on overcoming inadequate sustainability research and development.

R and D Capability and Lack of Commitment and Support by the Top Management Level (B5)

Research and development are essential to achieving sustainability because they enable us to recognize and assess unsustainable patterns [82] and to comprehend the value and impact of SSCM implementation on businesses [50]. Understanding the value and benefit of SSCM implementation and spotting unsustainable tendencies may inspire senior management to support SSCM implementation. Thus:

H11. 

R and D capability has a positive impact on overcoming lack of commitment and support by the top management level.

R and D Capability and Behavioral and Psychological Barriers (B10)

The significance of research and development for sustainability is mostly based on its impact on the behavior of companies over their entire life cycle [83]. As a result of their R and D initiatives, a number of businesses altered their organizational objectives, which concern organizations’ intended results and influence their actions [84]. Thus:

H12. 

R and D capability has a positive impact on overcoming behavioral and psychological barriers.

3.2.3. Resource Allocation Capability

Resource Allocation Capability and SSCM Implementation (SSCM)

It is necessary to provide the financial, human, and technical resources to lay the internal foundations for sustainable supply chain management [85]; it seems that improving resource allocation capability could assist organizations in providing the internal base for SSCM implementation. Thus:

H13. 

Resource allocation capability has a positive impact on sustainable supply chain management implementation.

Resource Allocation Capability and Financial Constraints (B1)

Financial restrictions are a major impediment to SSCM implementation. Ref. [86] stated that an industry with good resource allocation skills may translate new ideas into commercial products, resulting in excellent sales performance, and high sales generally overcome a firm’s financial constraints [87]. Thus:

H14. 

Resource allocation capability has a positive impact on overcoming financial constraints.

Resource Allocation Capability and Lack of New Technologies, Materials, and Processes (B3)

Lack of new technologies, materials, and processes is a significant barrier to SSCM implementation. According to [33], resource allocation could help organizations provide new technology, materials, and processes by adopting a self-technology level in response to changes in the external environment and understanding competitor core technology competence. Thus:

H15. 

Resource allocation capability has a positive impact on overcoming lack of new technologies, materials, and processes.

Resource Allocation Capability and Lack of Commitment and Support by the Top Management Level (B5)

Top management commitment and support are critical variables in effectively implementing SSCM. There would be no sustainability priority or effective resource allocation without senior management commitment [50]. It appears that resource allocation capability could encourage top management to commit to and support SSCM implementation by assuring management about the flexibility and diversity of capital origin [33], availability of acquired human resources, and technologies as a result of the organization’s resource allocation capacity [33].

H16. 

Resource allocation capability has a positive impact on overcoming lack of commitment and support by the top management level.

Resource Allocation Capability and Lack of GENDER Balance in the Board of Directors

The lack of gender equality on the board of directors is a significant obstacle to SSCM implementation. Measuring resource allocation competence entails assigning value to human resources, programming human resources in stages, and choosing important employees for each functional department [33] without taking gender into account. Consequently, resource allocation capabilities might assist firms in achieving gender parity on their boards. Then:

H17. 

Resource allocation capability has a positive impact on overcoming lack of gender balance in the board of directors.

3.2.4. Manufacturing Capability

Manufacturing Capability and SSCM Implementation (SSCM)

Manufacturing capability refers to a company’s ability to translate R and D results into market-responsive, design-compliant, and producible goods [33]. If consumer demand and consumption were to transition to a sustainable pattern, organizations’ research and development would be influenced to match this need with sustainable output. The capacity of a company to translate R and D discoveries into goods might thus facilitate the production of more sustainable products. Then:

H18. 

Manufacturing capability has a positive impact on sustainable supply chain management implementation.

Manufacturing Capability and Financial Constraints (B1)

Finances are crucial to the effective implementation of SSCM. Financial restrictions are the greatest barrier to the implementation of SSCM processes in any industry [50]. Since manufacturing capability could help organizations meet market demands and increase their sales rate, and since the degree of manufacturing cost advantage was considered an auditing component of this capability by [33], it seems that manufacturing capability could help organizations improve their financial situation. Then:

H19. 

Manufacturing capability has a positive impact on overcoming financial constraints.

3.2.5. Marketing Capability

Marketing Capability and SSCM Implementation

A company’s marketing capability is its ability to promote and sell products based on knowledge of customer demands, the competitive environment, costs and benefits, and the acceptance of innovation [33]. Ref. [88] noted that marketing capability is the primary driver of sustainable development. Then:

H20. 

Marketing capability has a positive impact on sustainable supply chain management implementation.

Marketing Capability and Lack of Commitment and Support by the Top Management Level (B5)

Lack of commitment and support from the top level of management is a key obstacle to SSCM implementation. Reputation and brand recognition are motivators for engaging top management in SSCM implementation [89]. Since marketing capacity generates a powerful brand image that enables enterprises to achieve superior firm performance [90], it could be expected that marketing capability would increase management commitment to SSCM implementation. Then:

H21. 

Marketing capability has a positive impact on overcoming lack of commitment and support by the top management level.

3.2.6. Organizing Capability

Organizing Capability and SSCM Implementation

The ability of a business to secure organizational mechanisms and harmony, cultivate organizational culture, and implement excellent management practices is referred to as its “organizing capability”. The relevance of organizational culture to the success of corporate environmental management activities and the attainment of corporate sustainability cannot be overstated [91]; therefore, it is obvious that the capacity to cultivate organizational culture may aid in the sustainability of organizations. Furthermore, [34] identified flexibility in adjusting the organizational structure, the ability to handle multiple innovation projects concurrently, coordination and cooperation of R and D, marketing, and manufacturing, communication between suppliers, the company and major customers, high-level integration and control of the major functions with the company, and mechanisms to track the progress of innovation projects as audit elements of organizational capability could all be assuaged. Then:

H22. 

Organizing capability has a positive impact on sustainable supply chain management implementation.

Organizing Capability and Lack of Commitment and Support by the Top Management Level (B5)

One of the most significant aspects of organizational definition is the capacity to cultivate organizational culture [34], Organizational culture impacts managers’ and workers’ behavior, how they perceive and address internal and external obstacles, and their attitudes toward change [91], and it has the potential to boost management commitment to SSCM implementation. Then:

H23. 

Organizing capability has a positive impact on overcoming lack of commitment and support by the top management level.

Organizing Capability and Behavioral and Psychological Barriers (B10)

The ability to build organizational culture is an important part of the definition of organizing capability [33]. The organizational culture determines how managers and workers act, including how they see and respond to internal and external challenges and how they feel about change [91]. Thus:

H24. 

Organizing capability has a positive impact on overcoming behavioral and psychological barriers.

3.2.7. Strategy Planning Capability

Strategy Planning Capability and SSCM Implementation (SSCM)

A company’s strategic planning capability is its ability to recognize internal strengths and weaknesses as well as external opportunities and threats, to design plans in line with the corporate vision and missions, and to make adjustments to the implementation of those plans [33]. Since sustainable supply chains may employ the SWOT matrix to exploit opportunities and minimize risks by leveraging their strengths and overcoming their weaknesses, it would appear that strategic planning capability might aid organizations in SSCM implementation. Then:

H25. 

Strategy planning capability has a positive impact on sustainable supply chain management implementation.

Strategy Planning Capability and Lack of Commitment and Support by the Top Management Level (B5)

According to [33], one of the major elements of strategy planning capability that may inspire top management to support SSCM implementation in order to be responsible to the external environment is the organization’s adaptability and responsiveness to the external environment. Then:

H26. 

Strategy planning capability has a positive impact on overcoming lack of commitment and support by the top management level.

Strategy Planning Capability and Lack of Strategic Planning (B7)

Sustainable practices must be included in the business decision-making process and the mission and vision statements of every firm. The absence of a strategic plan is a significant obstacle when implementing SSCM practices [50]. Strategy planning capability may assist an organization in implementing SSCM by formulating plans in line with corporate vision and missions and adjusting the plans accordingly [33]. Then:

H27. 

Strategy planning capability has a positive impact on overcoming lack of strategic planning.

Strategy Planning Capability and Behavioral and Psychological Barriers (B10)

Strategic planning capability provides internal strengths and weaknesses, external opportunities and rewards, and a clear purpose and strategy [33], all of which might inspire employees to embrace changes and view SSCM implementation as a low-risk act. Then:

H28. 

Strategy planning capability has a positive impact on overcoming behavioral and psychological barriers.

4. Research Method

4.1. Sample Selection and Sample Size

Since the goal of this study is to define and model the role of TIC in SSCM implementation using a multi-method approach, opinions from industry specialists, academicians, and representatives from governmental and non-governmental organizations were gathered through a questionnaire on the potential relationships extracted from existing literature between TI capabilities and overcoming the barriers to SSCM implementation. The questionnaire was sent to specialists who meet the following criteria:

• Have experience in professional and/or academic practice.
• Have experience in SSCM and/or TICs, substantiated through:
• One year of experience as an SSCM practitioner
• At least one year of work in a field related to SSCM or technology management and development, or
• Having published in reputable publications in the research areas, or
• Demonstrating continuing professional interest in SSCM and/or TICs.

Sixty experts from two groups of academicians and practitioners were invited to complete a questionnaire, resulting in 27 responses within fourteen weeks. The practitioners are from the sectors of technology innovation or supply chain management of patent-intensive industries in Iran. The academicians are from universities or institutes with research on technological innovation and supply chain management.

According to the latest statistics, Iran has approximately 1000 patent-intensive companies. These companies are mainly concentrated in the fields of pharmaceuticals, biotechnology, petrochemicals, information technology and engineering. The Iranian government and relevant institutions have actively promoted technological innovation and intellectual property protection through various policies and incentives in recent years, thus promoting the development of these patent-intensive enterprises.

Sample size covers all fields.

Iran’s patent-intensive industries have developed in recent years. Despite facing international sanctions and economic constraints, Iran still excels in many technological fields. The following are some of the more prominent patent-intensive industries in Iran: (1) Pharmaceuticals and Biotechnology. Iran has significant achievements in the pharmaceutical and biotechnology fields. Iran’s pharmaceutical industry not only produces conventional drugs but also invests significant resources in generic drugs and biopharmaceuticals. The Iranian pharmaceutical companies frequently apply for patents to protect their research and development, particularly in the development of new drugs to treat cancer, cardiovascular disease, and infectious diseases. (2) Information Technology (IT) and Communications. Iran’s IT and communications industry has grown rapidly over the past few years, with a significant increase in patent applications in this field, despite facing international sanctions. Software development, mobile communications technology and network security are among the main areas. Both the government and private companies are investing resources in developing indigenous technologies and protecting their innovations through patents. (3) Nanotechnology. Nanotechnology is a rapidly growing field in Iran, and Iran’s number of patent applications in this field ranks among the top in the Middle East. Nanomaterials, nanodrug delivery systems, and nanocoating technologies are some of the major research directions. (4) Oil and Gas Technology. As a country rich in oil and gas resources, Iran is also active in technological innovation and patent applications in this field, including new drilling technologies, methods to increase oil recovery, and processing technologies for petrochemical products. (5) Agricultural technology. Iran is also a leader in innovation in agricultural technology, especially in water-saving irrigation technology in arid areas, genetically modified crops and biopesticides. Patent applications help protect these technologies and make them competitive in domestic and international markets. (6) Medical devices. Iran has also made some achievements in the field of medical devices, especially in the development of low-cost and efficient medical devices, including diagnostic devices, therapeutic devices and surgical instruments, and the innovation of these devices is often accompanied by patent applications.

In order to promote the development of these patent-intensive industries, the Iranian government has taken a series of policy measures: (1) R and D incentives: the government provides various forms of R and D subsidies and tax incentives to encourage enterprises to carry out technological innovation. (2) Intellectual property protection: strengthen the legal framework for patent protection, crack down on infringements, and safeguard the legitimate rights and interests of inventors. (3) Technology Incubators and Science Parks: establish various technology incubators and science parks to provide support to start-ups and scientific research institutions and promote technology transfer and commercialization. (4) International Cooperation: despite international sanctions, Iran continues to seek technical cooperation and exchanges with friendly countries and international organizations.

With the development of global technology and the support of Iran’s domestic policies, Iran’s patent-intensive industries are expected to continue to make progress in many areas. Despite many challenges, Iran’s technological and industrial development prospects remain broad through continued innovation and international cooperation.

One sample t-test is used to assess the survey results. According to the literature, the best protection a practitioner has for the one-sample t-test is to employ relatively high sample sizes, such as 25 to 30 observations.

Table 2. Expert Panel and Their Response Rates.

No.	Organization Type	Level of Education	Work Experience	Sample Pool	Response Count	Response Rate	% Of Total Responses
G1	Education/Academic Institution	PhD	≥1	25	9	36%	33%
G2	Enterprises Including Government and Non-Government Organization	Bachelor and above	≥2	35	18	51%	57%
Total				60	27	-	-

provides an overview of the expert panel and their response rates.

4.2. Data Collection

The primary data has been extracted from the existing literature on the potential impact of TI capabilities on SSCM implementation and overcoming its internal barriers. By using the primary data, the questionnaire is designed in two sections to reveal the demographic characteristics of the respondents, the views of the respondents about the impact of each capability of TICs on SSCM implementation in general, and a list of internal barriers to SSCM implementation that might be affected by each capability. A Likert scale is used, having five points from 1 to 5 (e.g., (1) strongly disagree; (2) disagree; (3) neither agree nor disagree; (4) agree; (5) strongly agree).

Moreover, the questionnaire’s validity was approved by academic specialists throughout the pilot testing phase.

4.3. Data Analysis

After all the questionnaires were collected and scored, all the obtained data was analyzed using descriptive and inferential statistical methods. Cronbach’s alpha was calculated as a reliability test. After making sure the questionnaires were correct and complete, a good data analysis method is needed to test the hypotheses. The skewness and kurtosis values are used to test the normality of the indicators through descriptive analysis utilizing the Statistical Package for Social Sciences (SPSS) Version 26.0 [92]. Since the results showed that the data followed a normal distribution and since the data are quantitative and measured on approximate interval scales, a parametric test is used to analyze the data. Considering the form of the hypothesis and the number of respondents, one sample t-test was chosen as a parametric test. Moreover, a Friedman test is used to rank the TICs’ impact on SSCM implementation and its barriers.

5. Statistical Analysis and Discussion

5.1. Reliability Test

In this study, Cronbach’s alpha has been computed as a reliability test to determine the consistency of the results and if they can be generalized if the sample size is expanded. A rating of 0.7 or greater is considered excellent. Further analysis of the reliability test was conducted on the actual questionnaires. The Cronbach’s alpha was calculated for each TI capability, as illustrated in

Table 3. Cronbach’s Alpha Reliability Statistics.

TICs	N of Cases	N of Items	Cronbach’s Alpha
LC	27	7	0.758
RDC	27	5	0.819
RAC	27	5	0.718
MNC	27	2	0.762
MRC	27	2	0.911
OC	27	3	0.735
SPC	27	4	0.859

. The preceding table makes it abundantly clear that the acquired data meets the reliability requirement. Each capability coefficient has a value larger than 0.70, which is good.

5.2. Descriptive Statical Analysis

Before examining the statistical data, it is vital to characterize these data in order to have a better grasp of the research community and become more acquainted with the research variables. Therefore, the descriptive statistics of the study variables were examined prior to testing the hypotheses.

Table 4. Descriptive statistics results of the research variables.

	No.	Mean	Std. Deviation	Skewness	Kurtosis
Affected by LC	B1	3.593	0.572	−1.055	0.237
	B5	4.074	0.616	−0.036	−0.094
	B8	4.185	0.681	−0.247	−0.711
	B9	4.074	0.730	−0.116	−1.013
	B10	4.000	0.555	0.000	0.715
	B12	3.815	0.622	0.132	−0.325
	SSCM	4.222	0.506	0.403	0.187
Affected by RDC	B3	4.296	0.823	−0.623	−1.227
	B4	4.519	0.580	−0.716	−0.413
	B5	4.037	0.706	−0.052	−0.854
	B10	4.074	0.958	−0.157	−1.987
	SSCM	4.148	0.770	−0.267	−1.214
Affected by RAC	B1	3.741	0.712	0.429	−0.85
	B3	4.037	0.518	0.067	1.289
	B5	4.037	0.759	−0.063	−1.189
	B11	2.963	0.759	0.063	−1.189
	SSCM	4.222	0.751	−0.399	−1.064
Affected by MNC	B1	4.074	0.730	−0.116	−1.013
	SSCM	4.111	0.751	−0.189	−1.131
Affected by MRC	B5	4.1852	0.962	−1.238	0.898
	SSCM	4.2222	0.847	−0.460	−1.462
Affected by OC	B5	4.222	0.506	0.403	0.187
	B10	4.111	0.577	0.016	0.249
	SSCM	3.963	0.587	−0.001	0.26
Affected by SPC	B5	3.889	0.641	0.094	−0.366
	B7	4.000	0.734	0.000	−1.04
	B10	4.111	0.641	−0.094	−0.366
	SSCM	4.148	0.662	−0.165	−0.568

presents the descriptive statistics analysis results for variables influenced by each TI capability.

All of the variables listed above have a mean value greater than 3.5. Thus, a mean score of 3.50 or higher shows that respondents are more satisfied with all of the above variables than the average level of satisfaction on the scale (2.50). The descriptive results demonstrate that respondents strongly believe that TICs could assist companies in successfully implementing SSCM and overcoming its internal constraints. Moreover, the descriptive statistical analysis indicates that the data has a normal contribution; based on the values of skewness and kurtosis and the rule of thumb, these values range between −2 and +2, indicating that the data is normally distributed [92].

5.3. One-Sample t-test

In this study, 28 hypotheses were raised about 7 TI capabilities. Seven of the hypotheses were about how TICs affect SSCM implementation, and the other hypotheses were about how TICs help get past internal barriers to SSCM implementation.

The results of one sample t-test conducted at a significance level of 95% and a test value of 3 reveal which TICs have the highest ranking and have a substantial impact on the implementation of SSCM and its impediments. The following null and alternative hypotheses are considered:

h0. 

Participants are less satisfied than the above average level of satisfaction (3) or (µ3).

h1. 

Participants are satisfied more than the above average level of satisfaction or (µ > 3).

For clarity, the results relating to each capability are presented under the following sections:

5.3.1. Learning Capability (LC)

The results of one sample t-test to analyze hypothesis H1 about the impact of LC on SSCM implementation are presented in

Table 5. One-sample t-test results.

SSCM Implementation	df	Mean Diff.	t-Statistic	Sig.t
	26	1.222	12.542	0.000 ***

Notes: The test value is 3. *** Significant at the 0.05 level. df = degree of freedom.

.

Table 5 shows the results of one sample t-test that were used to estimate the average of SSCM implementation for this hypothesis. Given that this statement is graded on a 5-point Likert scale, the expected value is equal to 3. Therefore, from the respondent’s perspective, the influence of LC on SSCM implementation is greater than the expected value. The test results (sig > 0.05) indicate that, with a 95% confidence interval, the average score is greater than 3, and the null hypothesis is rejected. Overall, LC has a significant and positive impact on SSCM implementation.

The results of one sample t-test to analyze hypotheses H2–H7 related to the impact of LC on overcoming B1, B5, B8, B9, B10, and B12 are presented in

Table 6. One-sample t-test results for Barriers affected by LC.

Barriers	df	Mean Diff.	t-Statistic	Sig.t
B1	26	0.59259	5.380	0.000 ***
B5	26	1.07407	9.067	0.000 ***
B8	26	1.18519	9.037	0.000 ***
B9	26	1.07407	7.646	0.000 ***
B10	26	1.00000	9.367	0.000 ***
B12	26	0.81481	6.802	0.000 ***

Notes: The test value is 3. *** Significant at the 0.05 level. df = degree of freedom.

.

Table 6 shows the results of one sample t-test that was used to estimate the average of variables for hypotheses 2–7. Given that these statements are graded on a 5-point Likert scale, the expected value is equal to 3. Therefore, from the respondent’s perspective, the influence of LC on overcoming B1, B5, B8, B9, B10, and B12 are greater than the expected value. The test results (sig > 0.05) indicate that, with a 95% confidence interval, the average score is greater than 3, and the null hypothesis is rejected for all hypotheses. Overall, LC has a significant and positive impact on overcoming B1, B5, B8, B9, B10, and B12. Furthermore, the results indicate that, from the respondents’ perspective, LC has the greatest impact on overcoming inadequate sustainability training and education (B8) and a lack of commitment and support from top management (B5), while the least affected barrier by LC is financial constraints (B1).

5.3.2. R and D Capability (RDC)

The results of one sample t-test to analyze hypothesis H8 about the impact of RDC on SSCM implementation are presented in

Table 7. One-sample t-test results for R and D capability.

SSCM Implementation	df	Mean Diff.	t-Statistic	Sig.t
	26	1.148	7.750	0.000 ***

Notes: The test value is 3. *** Significant at the 0.05 level. df = degree of freedom.

.

Table 7 shows the results of the sample t-test used to estimate the average of SSCM implementation for this hypothesis. Given that this statement is graded on a 5-point Likert scale, the expected value is equal to 3. Therefore, from the respondent’s perspective, the influence of RDC on SSCM implementation is greater than expected value. The test results (sig > 0.05) indicate that, with a 95% confidence interval, the average score is greater than 3, and the null hypothesis is rejected. Overall, RDC has a significant and positive impact on SSCM implementation.

The results of the sample t-test to analyze hypotheses H9–H12 related to the impact of RDC on overcoming B3, B4, B5, and B10 are presented in

Table 8. One-sample t-test results for Barriers affected by RDC.

Barrier	df	Mean Diff.	t-Statistic	Sig.t
B3	26	1.29630	8.180	0.000 ***
B4	26	1.51852	13.609	0.000 ***
B5	26	1.03704	7.632	0.000 ***
B10	26	1.07407	5.827	0.000 ***

Notes: The test value is 3. *** Significant at the 0.05 level. df = degree of freedom.

.

Table 8 shows the results of the sample t-test that was used to estimate the average of variables for hypotheses 9–12. Given that these statements are graded on a 5-point Likert scale, the expected value is equal to 3. Therefore, from the respondent’s perspective, the influence of RDC on overcoming B3, B4, B5, and B10 are greater than the expected value. The test results (sig > 0.05) indicate that, with a 95% confidence interval, the average score is greater than 3, and the null hypothesis is rejected for all hypotheses. Overall, RDC has a significant and positive impact on overcoming B3, B4, B5, and B10. Furthermore, the findings show that, from the respondents’ perspective, RDC has the largest influence on overcoming insufficient sustainability research and development (B4) and the least impact on overcoming a lack of commitment and support from top management (B5).

5.3.3. Resource Allocation Capability (RAC)

The results of one sample t-test to analyze hypothesis H13 on the impact of RAC on SSCM implementation are presented in

Table 9. One-sample t-test results for Resource Allocation capability.

SSCM Implementation.	df	Mean Diff.	t-Statistic	Sig.t
	26	1.222	8.456	0.000 ***

Notes: The test value is 3. *** Significant at the 0.05 level. df = degree of freedom.

.

Table 9 shows the results of one sample t-test that were used to estimate the average of SSCM implementation for this hypothesis. Given that this statement is graded on a 5-point Likert scale, the expected value is equal to 3. Therefore, from the respondent’s perspective, the influence of RAC on SSCM implementation is greater than the expected value. The test results (sig > 0.05) indicate that, with a 95% confidence interval, the average score is greater than 3, and the null hypothesis is rejected. Overall, RAC has a significant and positive impact on SSCM implementation.

The results of the sample t-test to analyze hypotheses H14–H17 related to the impact of RAC on overcoming B1, B3, B5, and B11 are presented in

Table 10. One-sample t-test results for Barriers affected by RAC.

Barrier	df	Mean Diff.	t-Statistic	Sig.t
B1	26	0.74074	5.405	0.000 ***
B3	26	1.03704	10.413	0.000 ***
B5	26	1.03704	7.103	0.000 ***
B11	26	−0.03704	−0.254	0.802

Notes: The test value is 3. *** Significant at the 0.05 level. df = degree of freedom.

.

Table 10 shows the results of one sample t-test that was used to estimate the average of variables for hypotheses H14–H17. Given that these statements are graded on a 5-point Likert scale, the expected value is equal to 3. Therefore, from the respondent’s perspective, the influence of RAC on overcoming B1, B3, and B5 is greater than the expected value. While B11 is less than 3 (B11 < 3), it shows that the impact of RAC on overcoming B11 is less than the expected value from the respondents’ perspective. The test results for B1, B3, and B5 (sig > 0.05) indicate that, with a 95% confidence interval, the average score is greater than 3, and the null hypothesis is rejected for hypotheses H14–H16. However, the test result shows a sig. less than 0.05 for B11 (0.802 < 0.05), therefore the null hypothesis is accepted for hypothesis H17. Overall, RAC has a significant and positive impact on overcoming B1, B3, and B5, while it does not have any significant impact on B11. In addition, the results indicate that resource allocation capability has the greatest influence on overcoming the lack of new technologies, materials, and processes (B3) and the lack of commitment and support at the top management level (B5).

5.3.4. Manufacturing Capability (MNC)

The results of one sample t-test to analyze hypothesis H18 about the impact of MNC on SSCM implementation are presented in

Table 11. One-sample t-test results for Manufacturing Capability.

SSCM Implementation	df	Mean Diff.	t-Statistic	Sig.t
	26	1.111	9.014	0.000 ***

Notes: The test value is 3. *** Significant at the 0.05 level. df = degree of freedom.

.

Table 11 shows the results of one sample t-test that were used to estimate the average of SSCM implementation for this hypothesis. Given that this statement is graded on a 5-point Likert scale, the expected value is equal to 3. Therefore, from the respondent’s perspective, the influence of MNC on SSCM implementation is greater than expected value. The test results (sig > 0.05) indicate that, with a 95% confidence interval, the average score is greater than 3, and the null hypothesis is rejected. Overall, MNC has a significant and positive impact on SSCM implementation.

The results of one sample t-test to analyze hypotheses H19 related to the impact of RAC on overcoming B1 are presented in

Table 12. One-sample t-test results for B1 affected by MNC.

Barrier	df	Mean Diff.	t-Statistic	Sig.t
B1	26	1.296	9.303	0.000 ***

Notes: The test value is 3. *** Significant at the 0.05 level. df = degree of freedom.

.

Table 12 shows the results of one sample t-test that was used to estimate the average of B1 for hypotheses H19. Given that these statements are graded on a 5-point Likert scale, the expected value is equal to 3. Therefore, from the respondent’s perspective, the influence of MNC on overcoming B1 is greater than expected value. The test results (sig > 0.05) indicate that, with a 95% confidence interval, the average score is greater than 3, and the null hypothesis is rejected for this hypotheses. Overall, MNC has a significant and positive impact on overcoming B1.

5.3.5. Marketing Capability (MRC)

The results of one sample t-test to analyze hypothesis H20 on the impact of MNC on SSCM implementation are presented in

Table 13. One-sample t-test results for Marketing Capability.

SSCM Implementation	df	Mean Diff.	t-Statistic	Sig.t
	26	1.222	7.495	0.000 ***

Notes: The test value is 3. *** Significant at the 0.05 level. df = degree of freedom.

.

Table 13 shows the results of one sample t-test that was used to estimate the average of SSCM implementation for this hypothesis. Given that this statement is graded on a 5-point Likert scale, the expected value is equal to 3. Therefore, from the respondent’s perspective, the influence of MRC on SSCM implementation is greater than the expected value. The test results (sig > 0.05) indicate that, with a 95% confidence interval, the average score is greater than 3, and the null hypothesis is rejected. Overall, MRC has a significant and positive impact on SSCM implementation.

The results of one sample t-test to analyze hypotheses H21 related to the impact of RAC on overcoming B5 are presented in

Table 14. One-sample t-test results for B5 affected by MRC.

Barrier	df	Mean Diff.	t-Statistic	Sig.t
B5	26	1.185	6.400	0.000 ***

Notes: The test value is 3. *** Significant at the 0.05 level. df = degree of freedom.

.

Table 14 shows the results of the sample t-test that was used to estimate the average of B5 for hypotheses H21. Given that these statements are graded on a 5-point Likert scale, the expected value is equal to 3. Therefore, from the respondent’s perspective, the influence of MRC on overcoming B5 is greater than the expected value. The test results (sig > 0.05) indicate that, with a 95% confidence interval, the average score is greater than 3, and the null hypothesis is rejected for this hypotheses. Overall, MRC has a significant and positive impact on overcoming B5.

5.3.6. Organizing Capability (OC)

The results of the sample t-test to analyze hypothesis H22 on the impact of OC on SSCM implementation are presented in

Table 15. One-sample t-test results for Organizing Capability.

SSCM Implementation	df	Mean Diff.	t-Statistic	Sig.t
	26	0.962	8.522	0.000 ***

Notes: The test value is 3. *** Significant at the 0.05 level. df = degree of freedom.

.

Table 15 shows the results of one sample t-test that were used to estimate the average of SSCM implementation for this hypothesis. Given that this statement is graded on a 5-point Likert scale, the expected value is equal to 3. Therefore, from the respondent’s perspective, the influence of OC on SSCM implementation is greater than expected value. The test results (sig > 0.05) indicate that, with a 95% confidence interval, the average score is greater than 3, and the null hypothesis is rejected. Overall, OC has a significant and positive impact on SSCM implementation.

The results of one sample t-test to analyze hypotheses H23 and H24 related to the impact of OC on overcoming B5, and B10 are presented in

Table 16. One-sample t-test results for barriers affected by OC.

Barrier	df	Mean Diff.	t-Statistic	Sig.t
B5	26	1.22222	12.542	0.000 ***
B10	26	1.11111	10.000	0.000 ***

Notes: The test value is 3. *** Significant at the 0.05 level. df = degree of freedom.

.

Table 16 shows the results of one sample t-test that was used to estimate the average of variables for hypotheses H23 and H24. Given that these statements are graded on a 5-point Likert scale, the expected value is equal to 3. Therefore, from the respondent’s perspective, the influence of OC on overcoming B5, and B10 are greater than expected value. The test results (sig > 0.05) indicate that, with a 95% confidence interval, the average score is greater than 3, and the null hypothesis is rejected for all hypotheses. Overall, OC has a significant and positive impact on overcoming B5 and B10. Also, the results show that OC has the most impact on making up for a lack of commitment and support from top management (B5).

5.3.7. Strategic Planning Capability (SPC)

The results of one sample t-test to analyze hypothesis H25 about the impact of SPC on SSCM implementation are presented in

Table 17. One-sample t-test results- Strategic planning capability.

SSCM Implementation	df	Mean Diff.	t-Statistic	Sig.t
	26	1.148	9.007	0.000 ***

Notes: The test value is 3. *** Significant at the 0.05 level. df = degree of freedom.

.

Table 17 shows the results of one sample t-test that were used to estimate the average of SSCM implementation for this hypothesis. Given that this statement is graded on a 5-point Likert scale, the expected value is equal to 3. Therefore, from the respondent’s perspective, the influence of SPC on SSCM implementation is greater than expected value. The test results (sig > 0.05) indicate that, with a 95% confidence interval, the average score is greater than 3, and the null hypothesis is rejected. Overall, SPC has a significant and positive impact on SSCM implementation.

The results of one sample t-test to analyze hypotheses H26-H28 related to the impact of SPC on overcoming B5, B7, and B10 are presented in

Table 18. One-sample t-test results for barriers affected by SPC.

Barrier	df	Mean Diff.	t-Statistic	Sig.t
B5	26	0.888	7.211	0.000 ***
B7	26	1.000	7.081	0.000 ***
B10	26	1.111	9.014	0.000 ***

Notes: The test value is 3. *** Significant at the 0.05 level. df = degree of freedom.

.

Table 18 shows the results of one sample t-test that was used to estimate the average of variables for hypotheses 26–28. Given that these statements are graded on a 5-point Likert scale, the expected value is equal to 3. Therefore, from the respondent’s perspective, the influence of SPC on overcoming B5, B7, and B10 are greater than expected value. The test results (sig > 0.05) indicate that, with a 95% confidence interval, the average score is greater than 3, and the null hypothesis is rejected for all hypotheses. Overall, SPC has a significant and positive impact on overcoming B5, B7, and B10. Also, the results show that OC has the most impact on making up for a lack of commitment and support from top management (B5). Furthermore, the findings show that SPC has the greatest influence on overcoming behavioral and psychological barriers (B10) and the least impact on a lack of commitment and support by top management level (B5).

5.4. Friedman Test

In order to gain a more comprehensive understanding of the data, a Friedman ranked test is conducted. This is a non-parametric test utilized in this study to rank the influence of each TIC on SSCM implementation and its internal barriers. The findings of the Friedman test and ranks related to SSCM implementation and its barriers are presented in

Table 19. Friedman Test Results—SSCM implementation.

Test Statistics
N	27
Chi-Square	5.723
df	6
Asymp. Sig.	0.455

,

Table 20. Ranks—SSCM implementation.

	Mean Rank
RAC/SSCM	4.300
LC/SSCM	4.280
MRC/SSCM	4.240
RDC/SSCM	3.940
MNC/SSCM	3.940
SPC/SSCM	3.940
OC/SSCM	3.350

and

Table 21. Friedman Test Results—Barriers to SSCM implementation.

	B1	B3	B5	B10
N	27	27	27	27
Chi-Square	9.029	3.556	4.11	1.393
df	2	1	5	3
Asymp. Sig.	0.011	0.059	0.534	0.707

,

Table 22. Ranks—Impact of each TIC on each Barriers to SSCM implementation.

B1
MNC/B1	2.37
RAC/B1	1.89
LC/B1	1.74
B3
RDC/B3	1.65
RAC/B3	1.35
B5
MRC/B5	3.93
RAC/B5	3.54
RDC/B5	3.52
OC/B5	3.50
LC/B5	3.43
SPC/B5	3.09
B10
RDC/B10	2.67
OC/B10	2.52
SPC/B10	2.50
LC/B10	2.31

, respectively.

According to the results of the test, the p-value is greater than 0.05 (p-value = 0.455), indicating that all TI capabilities have a nearly similar influence on SSCM implementation. RAC has the highest average rank (4.300), followed by LC and MRC (4.280). On the basis of these findings, it can be concluded that RAC, LC, and MRC have the same impact on the implementation of SSCM. Additionally, the results indicate that RDC, MNC, and SPC all have the same effect. Additionally, OC has the least influence on SSCM implementation. A clustered column chart (Figure 2) was constructed to demonstrate the influence of TICs on SSCM implementation more clearly.

The test findings indicate that the p-value for B5 and B10 is much greater than 0.05; the p-value for B5 is 0.534, and the p-value for B10 is 0.707, indicating that, according to the views of respondents, all examined TI capabilities have a nearly equal influence on B5 and B10. Moreover, the p-value of B3 is close to 0.05, demonstrating that B3 is equally influenced by RDC and RAC, while the p-value for B1 is less than 0.05, which implies that MNC, RAC, and LC have different degrees of influence in overcoming B1.

According to the findings, B5 is the most impacted barrier by TICs; with the exception of MNC, all TICs have nearly the same effect on overcoming B5. Furthermore, RDC, OC, SPC, and LC all have a nearly identical impact on B10. Moreover, MNC, RAC, and LC all have an impact on overcoming B1; MNC has the biggest influence on B1, followed by RAC and LC. B3 is only affected by RAC and RDC.

Figure 3 was constructed to more clearly demonstrate the ranking of the influence of TICs on barriers to SSCM implementation.

5.5. Hypotheses Test Results and Analysis

Among 28 hypotheses on how TICs affect SSCM implementation, almost all results support that TICs have a significant and positive impact on the SSCM and its impediments.

Among all 28 Hypotheses from H1 to H28, the only null hypothesis is accepted for hypothesis H17, and all other null hypotheses are rejected. This means that all other factors except the learning capacity of TICs have a significant and positive impact on SSCM implementation, especially on overcoming lack of sustainability and on CSR committees in enterprises.

Learning capability does not show the positive and significant impact on overcoming lack of sustainability and on CSR committees in enterprises in SSCM implementation.

The lack of a positive and significant impact of learning capability on overcoming sustainability challenges and CSR (Corporate Social Responsibility) committees in the implementation of Sustainable Supply Chain Management (SSCM) can be attributed to several factors. These factors can be broadly categorized into organizational, contextual, and implementation-specific issues:

(1) Organizational Factors

① Resistance to Change

Inertia: Established organizations often have entrenched processes and a culture resistant to change. Even with increased learning capabilities, changing these deep-rooted practices can be challenging.

Leadership Commitment: Effective SSCM and CSR initiatives require strong leadership support. If leaders are not committed, learning alone might not suffice to drive significant change.

② Resource Constraints

Financial and Human Resources: Implementing sustainable practices often requires additional resources. Even if an organization learns about best practices, it may lack the necessary financial or human resources to implement these changes.

(2) Contextual Factors

① External Environment

Regulatory and Market Pressures: The external pressures from regulatory bodies, customers, and other stakeholders can significantly influence SSCM and CSR implementation. In environments with weak regulatory frameworks or low customer awareness, learning capabilities might not translate into action.

Industry Norms: Certain industries have norms and standards that can either facilitate or hinder the adoption of SSCM and CSR practices. Learning alone may not overcome these industry-specific barriers.

② Supply Chain Complexity

Diverse Stakeholders: Supply chains often involve multiple stakeholders with different priorities and levels of commitment to sustainability. Learning how to manage these complexities is difficult and, without aligned interests, SSCM initiatives may falter.

Global Operations: For global supply chains, differences in regulatory environments, cultural attitudes towards sustainability, and economic conditions can make the implementation of SSCM practices more challenging.

(3) Implementation-Specific Issues

① Integration of Learning

Knowledge Application: There is often a gap between acquiring knowledge and effectively applying it within the organization. Learning capabilities may improve understanding, but translating this into practical, impactful actions can be complex and require additional support.

Continuous Improvement: SSCM and CSR practices require continuous monitoring and improvement. Organizations need to develop mechanisms to integrate learning continuously and adapt their practices accordingly.

② Measurement and Impact

Quantifying Impact: Measuring the impact of SSCM and CSR initiatives can be difficult. Without clear metrics, it can be hard to demonstrate the value of learning and justify continued investment in these areas.

Short-Term vs. Long-Term Goals: Organizations might prioritize short-term gains over long-term sustainability goals. Learning capabilities might not show immediate impact, leading to a lack of perceived value.

While learning capabilities are crucial for SSCM and CSR implementation, they are not sufficient on their own. The impact of learning on overcoming sustainability challenges and establishing CSR committees is moderated by various organizational, contextual, and implementation-specific factors. To see a positive and significant impact, organizations need to address these broader issues, ensuring that learning translates into actionable and supported change throughout the supply chain.

This paper obtained the above results based on the samples obtained by the questionnaire survey method. It is normal for empirical research to select more samples or adopt different alternative methods to obtain different results. Many problems in management are affected by the situation and environment and will vary from country to country and industry to industry. This paper has constructed a variety of research hypotheses, and there may be different research conclusions under various scenarios, but the main conclusion should be the same. We also expect peers to use different samples, different methods and different historical periods to conduct research on the same topic for different industries in different countries, so as to reach a consensus research conclusion to enrich and develop technology innovation capabilities and sustainable supply chain management related theories.

For example, theoretically, we may argue that the learning capability has a positive and significant impact on overcoming sustainability challenges and CSR (Corporate Social Responsibility) committees in the implementation of Sustainable Supply Chain Management (SSCM), as follows.

Learning capability plays a critical role in overcoming sustainability challenges and in the effective functioning of Corporate Social Responsibility (CSR) committees in the implementation of Sustainable Supply Chain Management (SSCM) for several reasons:

(1)

Adaptability and Innovation

① Continuous Improvement: Learning capability enables organizations to continuously adapt and improve their processes. This is crucial in the dynamic field of sustainability, where new regulations, technologies, and consumer expectations are constantly evolving.

② Innovation: Through learning, organizations can innovate in their supply chain processes. This can include developing new sustainable materials, optimizing logistics to reduce carbon footprints, and implementing circular economy practices.

(2)

Knowledge Management and Sharing

① Best Practices: Learning organizations can identify and disseminate best practices in sustainability across their supply chains. This ensures that all parts of the supply chain are aligned with the latest and most effective sustainability strategies.

② Training and Development: Continuous learning enables companies to train their employees on new sustainability standards and practices, ensuring everyone is knowledgeable and competent in implementing SSCM strategies.

(3)

Stakeholder Engagement

① Enhanced Communication: Learning organizations are better at engaging with stakeholders, including suppliers, customers, and regulatory bodies. Effective communication is vital for understanding sustainability requirements and for collaborating on sustainable initiatives.

② CSR Committee Effectiveness: Learning capabilities enhance the effectiveness of CSR committees by providing them with the latest knowledge and tools needed to make informed decisions and to oversee the implementation of sustainability initiatives.

(4)

Risk Management

① Proactive Problem Solving: A strong learning culture allows organizations to anticipate and mitigate risks related to sustainability. This includes regulatory compliance, environmental impacts, and social issues in the supply chain.

② Resilience: Learning organizations are more resilient in the face of sustainability challenges. They can quickly adapt to new regulations, market changes, and unforeseen environmental or social impacts.

(5)

Strategic Alignment

① Holistic View: Learning enables organizations to take a holistic view of their supply chain, understanding the interdependencies and impacts of various processes on sustainability.

② Strategic Planning: Through continuous learning, organizations can better align their sustainability goals with their overall business strategy, ensuring that sustainability is integrated into the core operations rather than treated as an add-on.

(6)

Performance Measurement and Reporting

① Data-Driven Decisions: Learning capabilities support the development of robust systems for measuring and reporting on sustainability performance. This data-driven approach enables organizations to track progress, identify areas for improvement, and communicate achievements transparently to stakeholders.

② Benchmarking: Learning from industry benchmarks and standards helps organizations to gauge their performance relative to peers and to strive for continuous improvement.

(7)

Cultural Transformation

① Sustainability Mindset: Learning fosters a culture of sustainability within the organization. Employees at all levels become more aware of the importance of sustainability and are more committed to implementing sustainable practices.

② Leadership in Sustainability: Organizations with strong learning capabilities often emerge as leaders in sustainability, setting standards and influencing industry practices through their proactive and informed approaches.

Overall, learning capability significantly impacts the success of SSCM by fostering innovation, ensuring compliance, enhancing stakeholder engagement, and promoting a culture of continuous improvement. CSR committees, supported by a strong learning culture, are better equipped to implement and oversee sustainability initiatives, driving the organization toward achieving its sustainability goals and addressing global sustainability challenges effectively.

The situation theory [93] or Contingency theory [94] in management determines the diversity of research results.

Theoretically, for other hypotheses, it is possible to have completely different empirical results in different scenarios.

6. Conclusions

6.1. Results

This study conducted an in-depth analysis of the role of TICs in implementing SSCM and overcoming its internal barriers in the context of Iran. To begin with, the literature on TICs and SSCM implementation and its internal barriers was reviewed to investigate the potential relationship between them. Twenty-eight statements about the potential impact of TICs on SSCM implementation and its internal barriers were raised from the existing literature and distributed as a questionnaire. Second, the hypothesis was tested using a one-sample t-test. Thirdly, the Friedman test was used to rank the impact of each TI capability on SSCM implementation and its internal barriers.

The main findings of this study are as follows:

(1) All TICs have a positive and significant impact on SSCM implementation. LC, RAC, and MRC have almost the same influence on implementing SSCM. Moreover, these three capabilities have the most significant impact on SSCM implementation. While OC has the lowest impact on implementing SSCM, it still has a considerable impact.

(2) One-sample t-test results reveal that each TI capability has an impact on different groups of barriers. LC has a positive and significant impact on B1, B5, B8, B9, B10, and B12, which is the biggest group of barriers in this study; B8 is the most affected and B1 is the least affected. RDC has influence on B3, B4, B5, and B10; B4 is the most affected. RAC has a significant impact on B1, B3, B5, and B11; RAC has the most significant impact on B3 and B5. MNC has a positive and significant impact on B1. The MRC has a significant impact on B5. OC has influence on B5 and B10, and B5 is the most affected. SPC has an impact on B5, B7, and B10, which is the most affected.

(3) According to the Friedman test, all capabilities have almost the same effect on SSCM implementation. In terms of the barriers, MNC has a greater impact on B1 than on the other capabilities; RDC has the most influence on B3 and B10, while MRC has the largest impact on B5.

We find that TICs have a considerable and positive effect on the implementation of SSCM and its internal barriers. In addition to the many benefits of TICs, companies can improve their SSCM by improving their TICs.

6.2. Discussion and Comparison

China’s patent-intensive industries have developed rapidly over the past few decades and have become an important force in global technological innovation. These industries have played a key role in driving China’s economic growth, enhancing its international competitiveness, and promoting scientific and technological progress. The following are some of China’s more prominent patent-intensive industries: (1) Information Technology (IT) and Communications. Main areas are mobile communication technology including 5G, Internet of Things (IoT) and future 6G technology. Huawei, ZTE and other companies have a large number of patents worldwide. In software development and artificial intelligence, Baidu, Alibaba, Tencent and other companies have applied for a large number of patents in areas such as AI algorithms, cloud computing and big data analysis. Semiconductor and chip design companies, such as SMIC and Huawei HiSilicon, are developing rapidly in the field of chip design and manufacturing, and the number of patent applications has increased significantly. (2) Pharmaceuticals and Biotechnology. Main areas: New drug research and development: Chinese pharmaceutical companies, such as Hengrui Pharmaceuticals and BeiGene, have made significant progress in the research and development of anti-cancer drugs and anti-viral drugs. Biotechnology includes gene editing, cell therapy and vaccine development. Companies such as BGI and CanSino hold a large number of patents in these fields. (3) New energy and environmental protection technologies. Main areas: New energy: China leads the way in solar, electric vehicle and wind energy technologies. BYD, CATL and other companies have a large number of patents in the fields of battery technology and electric vehicles. Environmental protection includes air purification, water treatment and waste management technologies, where companies such as Yuanda Group are actively innovating. (4) Electronic and electrical equipment. Main areas: Consumer electronics, such as smartphones, tablets and wearable devices. Huawei, Xiaomi, OPPO, vivo and other companies have extensive patent layouts in these fields. Home appliances include smart home products and energy-efficient equipment. Companies such as Midea and Haier have a large number of patents in these areas. (5) Automobile Manufacturing. Main areas: Electric vehicles: China is a leader in electric vehicles and autonomous driving technologies. Companies such as BYD, NIO, and Li Auto have applied for a large number of patents in battery technology and intelligent driving systems. Traditional automobiles: Companies such as Changan Automobile and Geely Automobile also have a large number of patents in engine technology, vehicle systems, etc. (6) High-end manufacturing and robotics. Main areas: Industrial robots: including intelligent manufacturing and automated production lines. Companies such as Yaskawa Electric and CRRC have extensive patent layouts in these areas. High-end equipment includes aerospace, precision instruments and high-speed rail technology. Companies such as CRRC and China Aerospace Science and Technology Corporation have a large number of patents in these fields [95].

In order to promote the development of patent-intensive industries, the Chinese government has adopted a series of policy measures: (1) R and D incentives: Provide tax incentives, government subsidies and scientific research funding to encourage enterprises and scientific research institutions to increase R and D investment. (2) Intellectual property protection: Continuously improve the intellectual property legal framework, strengthen patent review and protection, and crack down on infringements. (3) Talent cultivation: Cultivate high-quality scientific and technological talents and innovative talents through education and training programs. (4) International Cooperation: Actively participate in international scientific and technological cooperation and encourage enterprises and scientific research institutions to conduct technical exchanges and cooperation on a global scale.

With technological progress and policy support, China’s patent-intensive industries will continue to grow rapidly in many fields. Through continuous innovation and international cooperation, China is expected to take the lead in more high-tech fields and further enhance its influence in global scientific and technological innovation.

There are some differences between China and Iran in terms of enterprise technological innovation capabilities and sustainable supply chain management. Below we will compare and analyze the two countries in these aspects.

In the technological innovation capabilities aspect, China has vigorously promoted technological innovation in recent years, and a number of globally competitive enterprises in the field of science and technology have emerged, such as Huawei, Alibaba, Tencent, etc. Chinese enterprises have made remarkable achievements in information technology, artificial intelligence, biotechnology and other fields. The Chinese government has promoted the improvement of technological innovation capabilities by implementing an innovation-driven development strategy, increasing investment in science and technology, and supporting innovative enterprises. On the contrary, Iran is relatively backward in technological innovation. Affected by international sanctions and other factors, it has less investment in science and technology and an imperfect scientific and technological innovation system. The technological innovation of Iranian enterprises is mainly concentrated in traditional industries, such as oil and natural gas. The Iranian government has also been promoting scientific and technological innovation in recent years but, due to the economic and political environment, the improvement of its innovation capabilities has been relatively slow.

In the Impact of Sustainable Supply Chain Management Implementation aspect, Chinese companies have actively responded to government policies on sustainable supply chain management and vigorously promoted the construction of green supply chains. Some large companies have begun to pay attention to environmental indicators, such as carbon emissions and energy consumption, and have actively implemented green procurement and green production measures. The improvement of technological innovation capabilities provides technical support and guarantee for Chinese companies to implement sustainable supply chain management, such as using Internet of Things technology to optimize logistics and adopting clean production technology to reduce environmental pollution. Iranian companies face some challenges in sustainable supply chain management, such as high energy consumption and imperfect environmental management. Due to their relatively weak technological innovation capabilities, Iranian companies are subject to certain restrictions in promoting sustainable supply chain management. Iranian companies still have much room for improvement in sustainable supply chain management and need to increase the introduction and application of environmental protection technologies and management methods to achieve sustainable development of the supply chain.

In summary, Chinese companies are relatively advanced in terms of technological innovation capabilities and implementation of sustainable supply chain management, and the government and companies are actively promoting sustainable development, while Iranian companies are relatively weak in technological innovation capabilities, still face some challenges in the implementation of sustainable supply chain management, and need to increase their efforts to promote technological innovation and sustainable development.

6.3. Limitation

This research has a few drawbacks. However, the limits also suggest new study options. First, this research relied heavily on insight, and it was challenging to convince experts to spend more than 20 min completing the questionnaire. Second, only the internal barriers to the implementation of SSCM in Iran were examined. Thirdly, SSCM implementation is considered as a cohesive concept. Fourthly, the sample size is not big enough to include more industries and countries. We are working on the same problem with a sample of Chinese big data, but it needs to continue for at least a year.

This article, by means of the Reliability test, One-sample t-test and Friedman Test, uses the questionnaire survey methodology to study the effect of the business technological innovation capabilities on the sustainable supply chain management implementations and some internal barriers to SSCM implementation. Perhaps there are complementary models to study the same problems and draw similar conclusions, or researchers may find data from a database to study the same problems and draw similar or partial conclusions. We hope both these methods will support the results of the questionnaire in this analysis.

To complement the Reliability test, One-sample t-test, and Friedman Test, additional statistical models and tests can be considered that address different aspects of the data and research questions. Here are some complementary models and tests:

Reliability Test (e.g., Cronbach’s Alpha). Complementary Models mainly have two varieties. (1) Confirmatory Factor Analysis (CFA): While reliability tests like Cronbach’s Alpha assess the internal consistency of a set of items, CFA can be used to test whether the data fit a hypothesized measurement model, providing deeper insights into the factor structure. (2) Item Response Theory (IRT): This approach provides detailed information about individual item performance and can help in understanding item characteristics and the ability of respondents.

One-sample t-test Complementary Models are mainly of three types. (1) Confidence Intervals: Constructing confidence intervals for the mean provides a range of values within which the population mean is likely to fall, offering more information than the t-test alone. (2) Bayesian Analysis: A Bayesian approach to hypothesis testing can provide a probability distribution of the parameter of interest, offering a different perspective compared to the frequentist t-test. (3) Non-parametric Tests (e.g., Wilcoxon Signed-Rank Test): If the assumption of normality is in question, non-parametric alternatives can be used.

Friedman Test Complementary Models mainly fall into three types. (1) Post-hoc Tests (e.g., Nemenyi Test): After a significant Friedman test, post-hoc tests can help determine which groups differ from each other. (2) Repeated Measures ANOVA: For normally distributed data, repeated measures ANOVA can be used to compare means across multiple conditions or time points. (3) Mixed-Effects Models: These models can account for both fixed and random effects, providing flexibility in handling complex data structures, such as hierarchical or nested data.

Regarding the database method, one may find some data related to technological innovation capability and sustainable supply chain management, such as (1) the OECD iLibrary. The OECD iLibrary provides access to books, papers, and statistics from the Organisation for Economic Co-operation and Development (OECD). It includes reports on innovation, sustainability, and supply chain management. (2) World Bank Open Data. The World Bank provides free and open access to global development data. It includes indicators related to innovation, economic development, and environmental sustainability. (3) Eurostat. Eurostat is the statistical office of the European Union. It provides high-quality statistics on the economy, environment, and innovation activities within Europe. (4) UN Comtrade Database. This database provides detailed global trade data. It can be used to analyze trade flows and supply chain aspects related to technological products and sustainability. (5) Sustainable Development Goals (SDGs) Indicators Global Database. This database provides access to data on the United Nations’ Sustainable Development Goals (SDGs), which include indicators relevant to innovation and sustainable practices in supply chains. (6) Global Innovation Index (GII). The GII provides detailed metrics about the innovation performance of countries and economies around the world. It includes indicators on innovation capability and outputs. (7) Corporate Sustainability Reports. Many large corporations publish annual sustainability reports, which provide detailed information on their sustainability practices, including supply chain management. These reports are often available on company websites or through sustainability reporting platforms like the Global Reporting Initiative (GRI).

In forthcoming and further similar studies, we will use multiple models and databases to obtain more reliable empirical research results. We will look for more complementary models to draw conclusions and obtain more data from a database to support the questionnaire under analysis.

6.4. Future Research

We anticipate that this research will aid in evaluating the role of TICs in the implementation of SSCM and its obstacles in other developing countries; in their studies, they may need to examine barriers that are more or less pertinent, as well as different layers of the supply chain. Furthermore, future research may undertake an empirical study to analyze the influence of TICs on the implementation of SSCM in companies.

6.4.1. Research Problem I

A valuable research aspect is the relationship and impact of intellectual property capabilities and technological innovation. The competition among enterprises is the competition in the supply chain and the competition for intellectual property rights [96].

There is a close relationship between an enterprise’s technological innovation capability and intellectual property capability, which complement each other. The relationship between them is reflected in the following aspects.

(1) Intellectual property protection promotes technological innovation. Effective intellectual property protection can motivate companies to increase their investment in technological innovation. With adequate intellectual property protection, companies are more willing to invest resources in technological research and development and innovation because they know that their innovative achievements can be protected, thereby gaining competitive advantages and economic returns.

(2) Technological innovation promotes the generation of intellectual property rights: Through continuous technological innovation activities, enterprises can create new technologies, products or solutions, thereby generating new intellectual property rights, such as patents, trademarks, copyrights, etc. These intellectual property rights further strengthen the competitive position of enterprises in the market.

(3) Intellectual property protection helps technological innovation and transformation. With proper intellectual property protection, enterprises can better transform technological innovations into commercial products or services. Such protection enables enterprises to safely launch new products on the market and reduces the risks and uncertainties in the process of technology transformation.

(4) Intellectual property management supports the technological innovation process. An effective intellectual property management system can help companies better organize and manage technological innovation activities. By establishing a standardized intellectual property management process, companies can better manage and protect the intellectual property generated during the research and development process and improve the efficiency of technological innovation and the quality of results.

(5) Intellectual property strategy to promote technological innovation. Technological innovation activities can provide support for enterprises to formulate and implement intellectual property strategies. Enterprises can formulate intellectual property strategies in a targeted manner according to their own technological innovation directions and achievements, including intellectual property application, layout and application, so as to better protect and realize the commercial value of innovative achievements.

In summary, the technological innovation capability and intellectual property capabilities of an enterprise are mutually reinforcing and complementary. They jointly support the innovative development and competitive advantage of an enterprise and are of great significance in today’s fierce market competition.

6.4.2. Research Problem II

Another thing worth studying is the contribution of intellectual property capabilities to corporate value.

Intellectual property (IP) capabilities significantly contribute to corporate value in various ways. Here are some key contributions.

(1) Competitive Advantage. Innovation and Differentiation: Patents: Protect innovations, allowing companies to differentiate their products and services from competitors. This exclusivity can lead to a dominant market position. Trademarks: Create brand recognition and loyalty, making it easier for consumers to identify and trust a company’s products.

(2) Revenue Generation. Licensing and Royalties: Companies can generate revenue through IP licensing agreements, allowing others to use their patents, trademarks, or copyrights in exchange for royalties. This is particularly common in technology, pharmaceuticals, and entertainment industries.

(3) Product Sales: Proprietary technology or branded products protected by IP can command premium prices, leading to higher profit margins. Market Expansion. Strategic Partnerships: Strong IP portfolios can attract strategic partners and investors, facilitating joint ventures, collaborations, and expansion into new markets. Global Reach: IP protection in multiple jurisdictions can help companies enter and compete in global markets, ensuring their innovations and brands are protected internationally.

(4) Investment Attraction. Valuation and Funding: A robust IP portfolio can enhance a company’s valuation, making it more attractive to investors and venture capitalists. IP assets can be used as collateral for securing loans and financing.

(5) Risk Management. Legal Protection: IP rights provide legal avenues to combat counterfeiting, piracy, and unauthorized use, helping to protect market share and revenue streams. This mitigates the risk of litigation from other IP holders by ensuring freedom to operate in key markets.

(6) Operational Efficiency. Cost Savings: By protecting proprietary processes and technologies, companies can achieve operational efficiencies and reduce costs. Exclusive rights to efficient production methods or supply chain innovations can lead to significant cost advantages.

(7) Enhanced Corporate Image. Reputation and Trust: A strong IP portfolio can enhance corporate reputation, signaling innovation and quality to customers, investors, and partners. This builds consumer trust and loyalty, especially in sectors where IP is associated with product safety and reliability (e.g., pharmaceuticals, electronics).

(8) Long-term Strategic Assets. Mergers and Acquisitions (M and A): In M and A, IP assets can be a significant part of the valuation. Companies with valuable IP portfolios are often attractive acquisition targets. IP can drive strategic mergers, where the combination of IP assets creates new opportunities for growth and innovation.

Examples of Corporate Value Enhancement through IP:

(1) Technology Companies: Firms like Apple, Google, and Microsoft have vast patent portfolios that protect their technologies, enable high-margin product sales, and create significant licensing revenue.

(2) Pharmaceutical Companies: Companies such as Pfizer and Merck rely heavily on patents to protect their drug formulations, ensuring exclusive sales and high profitability during the patent life.

(3) Consumer Goods: Brands like Nike and Coca-Cola leverage trademarks and trade dress to build brand loyalty and command premium pricing.

(4) Entertainment: Disney’s copyrights on its characters and franchises enable it to generate substantial revenue through films, merchandise, and theme parks.

Intellectual property capabilities are crucial for enhancing corporate value. They provide competitive advantages, create new revenue streams, enable market expansion, attract investments, manage risks, and enhance the corporate image. Companies with strong IP portfolios are better positioned to innovate, compete, and grow sustainably in the global marketplace.

6.4.3. Research Problem III

Another research topic may be how to improve the implementation effect of sustainable supply chain management by enhancing technological innovation capabilities [97].

Improving technological innovation capabilities can significantly improve the effectiveness of sustainable supply chain management implementation. Here are some methods and approaches.

(1) Introducing advanced technologies and processes: Enterprises with strong technological innovation capabilities can introduce advanced production technologies and processes, including clean production technology, intelligent manufacturing technology, Internet of Things technology, etc., to improve production efficiency, reduce energy consumption and waste emissions, and thus improve the sustainability of the supply chain.

(2) Carry out R and D innovation: Increase R and D investment, carry out technological innovation and product innovation, and launch more environmentally friendly, energy-saving and sustainable products and solutions. By continuously developing new technologies and new products, we can meet market demand, increase product added value and promote the sustainable development of supply chain management.

(3) Establish a digital supply chain: Use information technology and digital technology to establish a digital supply chain management platform to achieve real-time monitoring, data analysis and forecasting of the supply chain, optimize the operation and management of the supply chain, reduce costs, reduce waste, and promote sustainable improvement of the supply chain.

(4) Promote green procurement and supply chain collaboration: Use technical means to promote green procurement and supply chain collaboration, and work with suppliers to build a green supply chain. Establish a green supply chain management system, promote the certification and evaluation of green suppliers, and strengthen environmental supervision and management of suppliers.

(5) Implement intelligent logistics and transportation optimization: Use advanced technologies, such as the Internet of Things and big data analysis, to implement intelligent logistics and transportation optimization, improve the efficiency and accuracy of logistics operations, reduce transportation costs and energy consumption, and promote the sustainable development of supply chain management.

(6) Strengthen talent training and team building: Strengthen technical talent training and team building to improve the company’s internal technological innovation capabilities and innovation awareness. Establish a cross-departmental technological innovation team to promote the organic combination of technological innovation and sustainable supply chain management and promote the sustainable development of the company.

To sum up, by improving technological innovation capabilities, enterprises can introduce advanced technologies and processes, carry out R and D innovation, establish a digital supply chain, promote green procurement and supply chain collaboration, implement intelligent logistics and transportation optimization, strengthen talent training and team building, and other measures, thereby improving the effectiveness of sustainable supply chain management implementation and promoting the supply chain to develop in a more environmentally friendly, efficient and sustainable direction.