Redefining work in the supply chain: combining digital technologies and knowledge sharing for a smart working environment

Supply chains are undergoing rapid digital transformation, yet little is known about how digital technologies reshape workers' activities and the role of knowledge sharing in this process. A human-centered perspective is essential to align process improvements with worker outcomes. This study investigates how digital technologies support core supply chain management (SCM) activities, how knowledge-sharing practices influence them, and how their interaction affects supply chain performance and worker outcomes. We surveyed 370 companies and applied regression models to examine the relationships between digital technology adoption, knowledge sharing, SCM activities, and performance outcomes. To contextualize the survey findings, we conducted a post-hoc qualitative longitudinal case study of a supply chain digitalization project involving the focal company and six key partners—three suppliers and three customers. Results show that digital technologies enable smart working environments, enhancing SCM processes and outcomes. However, knowledge sharing interacts negatively with digital technologies in supporting workers’ SCM activities: explicit knowledge sharing becomes less critical with front-end smart working technologies, while tacit knowledge sharing is less necessary with extensive use of base digital technologies. Front-end technologies influence worker outcomes indirectly through their effects on SCM activities, whereas base technologies have both direct and mediated effects on worker outcomes and supply chain performance. The qualitative findings reveal the distinct digital capabilities implemented and their impact on workers. These findings challenge the assumption that knowledge sharing always complements digital tools, suggesting that digitalization can reduce reliance on external knowledge and offer managerial insights for designing human-centered smart work environments.