Global Journal of Management and Business Research, A: Administration and Management, Volume 22 Issue 8

following three objectives: facilitate communication, facilitate integration, and facilitate business intelligence (Zhang and Cao 2018; Subramani 2004). Deploying IOS for business intelligence is more crucial in the present big data era, where large amounts of corporate data are produced every day. Exploring and understanding corporate data can help organizations gain new insights into their processes, customers, and markets, which can pave the way for enhanced performance. IOS-enabled business intelligence refers to how effectively IOS is used to support learning and business intelligence. IFIP 2021, International Federation for Information Processing A. Kumi et al., "Knowledge Sharing in a Supply Chain Network," Springer Nature Switzerland AG, 2021 (Zhang and Cao 2018). Cooperative knowledge acquisition, shared databases and decision support systems, and artificial intelligence are examples of applications for IOS-enabled business intelligence (Mandal and Dubey 2021). Implementing IOS enhances a number of outcomes, including firm performance, according to past studies (Hartono et al. 2010, Rajaguru and Matanda 2013, and Firm performance (Cho et al. 2017; Asamoah et al. 2021a).While concentrating primarily on IOS use at the second order level, the present literature on IOS outcomes usually blends a variety of IOS use factors and neglects to examine how certain IOS use dimensions may enhance firm performance. Therefore, it is currently unknown whether and how IOS-enabled business information affects the performance of businesses. Researchers have often encouraged to look into how different IOS use aspects affect performance (Asamoah et al. 2021a; Agbenyo et al. 2018). Additionally, nothing is known about how IOS- enabled business intelligence enhances company performance. This study closes these research gaps by analyzing the significance of information interchange, coordination, integration, and supply chain responsiveness abilities in explaining the outcomes of IOS-enabled business intelligence. Therefore, we conclude the following hypothesis H 1 inter-organizational system use IOS with sub- dimension (C-I) has positive impact on Firm performance SCP with sub-dimension (R.E.F). H 2 inter-organizational system use IOS with sub- dimension (C-I) has positive impact on supply chain capabilities with sub-dimension (I.C.R) b) Dynamic Supply Chain Capabilities (SCC) Due to uncertainties and ongoing market and business environment changes, the idea of dynamic capacities has evolved. Teece et al (2017). created the dynamic capabilities hypothesis. In order to adapt to the quick changes in the business environment, firms must be able to develop, integrate, and reconfigure their internal and external resources and competencies. According to Zahra and George (2002), dynamic capabilities allow businesses to update and reorganize their resource base in response to shifting consumer demands and rival strategies. The importance of using dynamic capabilities in the supply chain is rising (Witcher et al., 2008 & Allred et al., 2018). The establishment of dynamic supply chain capabilities is a result of shifting long- and short-term supply and demand, market dynamics, and consumer demands (Ju et al., 2016). In order to handle these changes, businesses need dynamic supply chain capabilities. Dynamic supply chain skills enable businesses to foresee market demands precisely, forge collaborative relationships with consumers and suppliers, and improve the supply chain's response to those needs (Sanders, 2014). From a supply chain perspective, the dynamic capabilities have been studied by numerous academics. According to Mathivathanan et al. (2017), the supply chain's ability to build dynamic capabilities is crucial for meeting future demands. Dynamic supply chain capabilities are defined by Oh et al. (2019) as a firm's capacity to recognize and utilize internal and external resources in order to improve supply chain processes effectively and efficiently. They add that information exchange, coordination, integration, and supply chain responsiveness are examples of dynamic supply chain capabilities. According to Ju et al. (2016), in order to meet customer expectations and keep competitiveness in a dynamic environment, dynamic supply chain capabilities are procedures of information sharing, supply chain alignment, and information technology. According to Aslam et al. (2018), dynamic supply chain capabilities include cohesive elements of supply chain agility and flexibility which should be integrated to support supply chain ambidexterity. A company's capacity to adapt its internal and external resources to market changes depends on its supply chain agility. This skill aids an organization's efforts to seize opportunities or fend off dangers posed by unstable environments (Van Hoek et al., 2001), which may result in the acquisition or preservation of a competitive advantage (Eisenhardt and Martin 2000). According to numerous studies, enhancing supply chain agility capability—that is, becoming more responsive to changes at low costs—has a favorable effect on the performance and competitiveness of businesses (Blome et al., 2013; Chakravarty et al., 2013; Oh ., 2018). • Supply chain responsiveness is a company's capacity to react swiftly to fluctuations in consumer demands, production and delivery volumes, and product mix, volume, and delivery. Most likely, these modifications will result in improved performance results, such as lower manufacturing costs, higher customer satisfaction, and quicker delivery (Yu et al., 2016). Additionally, studies by Prago and Impact of Exchange and Communications Technology on Firm Performance: The Mediation Effect of Supply Chain Capabilities 58 Global Journal of Management and Business Research Volume XXII Issue VIII Version I Year 2022 ( ) A © 2022 Global Journals