Empirical study of robotic systems implementation to corporate performance in manufacturing sector

摘要

Purpose This study aims to investigate the impact of implementing various robotic systems in logistics and supply chain management on corporate performance in Jordanian manufacturing companies, focusing on environmental, operational, economic, and social dimensions. Design/methodology/approach Using a quantitative approach, data was collected through a survey questionnaire to measure the relationship between robotic systems and several performance dimensions. Various established constructs were employed, and the structural relationships were analyzed using partial least squares structural equation modeling (PLS-SEM) to assess the complex interdependencies within the model. Findings The results of this study indicate that the adoption of robotic systems has a positive influence on the environmental, operational, economic, and social performance of Jordanian manufacturing companies. In contrast to prior research that revealed inconsistencies in the social dimension, our findings align with previous studies highlighting the benefits of robotics in logistics and supply chain management. However, it’s worth noting that this study did not uncover similar inconsistencies, particularly in terms of the impact on social performance. Practical implications The study provides valuable insights for manufacturing companies considering the implementation of robotic systems, highlighting the need to evaluate the environmental, operational, social, and economic consequences. This understanding can help organizations make informed decisions to leverage the benefits of robotics for sustainable growth. Originality/value This study contributes to the growing literature on robotics in logistics and supply chain management, specifically focusing on the unique context of Jordanian manufacturing companies. By examining the multifaceted impact of robotic systems, this study extends the understanding of the role of technology in enhancing corporate performance.