DB FPX 9803 Assessment 2 Project Results: Data Collection and Analysis

Student Name

Capella University

DB FPX 9803

Professor Name

Submission Date

Table 1

Participant Demographics

Participant	Title	Industry	Leadership experience (years)	Region
P1	Supply Chain Manager	Manufacturing	12	U.S.
P2	Logistics Operations Manager	Transportation	10	U.S.
P3	Procurement Manager	Retail	8	U.S.
P4	Supply Chain Director	Healthcare	15	U.S.
P5	Inventory Control Manager	E-commerce	9	U.S.
P6	Operations Manager	Manufacturing	11	U.S.
P7	Distribution Manager	Retail	7	U.S.
P8	Supply Chain Analyst Lead	Technology	6	U.S.
P9	Logistics Manager	Transportation	13	U.S.
P10	Global Supply Chain Manager	Manufacturing	14	U.S.

Note. Table 1 shows participant demographics for each interview.

Table 2

Initial Code Development and Refinement

Code Category	Initial Code	Definition	Supporting Quote	Final Refined Code
Leadership Practices	Inspiring team during disruptions	Leaders who are encouraging staff to stay engaged in crisis situations	They were in a good place, so I would always push them to stay focused in the face of problems with the supply chain” (P3)	Transformational motivation
Leadership Practices	Employee empowerment	Giving employees a say in decision-making.	“We have increased the powers of our staff when dealing with delays (P6)	Empowerment-driven leadership
Digital Technology Use	Use of real-time tracking systems	Utilisation of ICTs to track supply chains.	“Digital dashboards enabled us to follow shipments and be quicker to respond (P1).	Digital visibility tools
Digital Technology Use	Automation adoption	Use of automated systems to improve efficiency	“Completing the processes was accelerated and manual mistakes were minimised with automation” (P8)	Process automation integration
Risk Management	Proactive disruption planning	Ensuring preparedness in anticipation of disruptions ahead.	“Before risks even arose, we started planning for risks (P4)	Proactive risk management
Risk Management	Reactive problem-solving	Reacting to disruptions: response as they occur	“When it came to suppliers failing, we had to adapt quickly – we had to adapt, the supply was failing” (P2)	Adaptive response strategies
Workforce Resilience	Maintaining staff morale	The measures taken to retain staff during disruptions. The measures taken to maintain employee motivation during disruptions.	“Maintaining good spirits, one of the biggest challenges I faced was ‘Keeping morale high’ (P5)	Workforce emotional resilience
Workforce Resilience	Training and skill development	Improving staff skills for dealing with disruption.	“New systems have been trained for staff to adapt to more quickly (P9)	Continuous workforce development
Technology & Leadership Link	Leadership supporting digital use	Leaders who promote using digital devices	Leadership was important to drive digital transformation (P7)	Leadership-driven digital adoption
Technology & Leadership Link	Integration challenges	Challenges of integrating leadership and technology	“To get people and technology on board simultaneously was difficult (P10)	Socio-technical integration barriers

Note. Table 2 shows the initial code development and refinement of the project.

Table 3

Categories and Aligned Codes

Category	Definition	Contributing Refined Code	Supporting Pattern Evidence
Transformational Leadership	Leaders’ actions that inspire, motivate, and empower staff through disruption	Transformational motivation; Empowerment-driven leadership	Motivation and empowerment were identified as key areas by most of the participants (P3, P6, P7) during disruption.
Digital Technology Integration	Advanced digital tools to improve SC visibility and efficiencies	Digital visibility tools; Process automation integration	Real-time tracking and automation benefits were identified as a consistent theme among the participants (P1, P8, P9).
Risk Management Strategies	Plans to handle and mitigate supply chain disruption	Proactive risk management; Adaptive response strategies	Several participants (P2, P4, P10) spoke of both proactive planning and adjustments in response to incidents (reactive).
Workforce Resilience	The adaptability, motivation, and effectiveness of employees when disrupted.	Workforce emotional resilience; Continuous workforce development	Participants (P5, P9) mentioned the very important moral support and constant training.
Leadership–Technology Alignment	The embedding of leadership qualities into digital transformation work	Leadership-driven digital adoption; Socio-technical integration barriers	Both leadership challenges (P7) and support (P10) were noted with regard to aligning people with technology.

Note. Table 3 shows how categories are aligned with the codes.

Table 4

Themes from Analysis

Theme	Participant Quote	Definition
1. Transformational Leadership Motivates Workforce	“I constantly encouraged my team to stay focused despite supply chain breakdowns.” (P3)	Leaders inspire and motivate employees to maintain performance during disruptions.
“We gave our staff more authority to make quick decisions during delays.” (P6)	Empowerment and delegation enhance engagement and accountability.
“Leadership communication helped reduce anxiety and keep the team aligned.” (P1)	Clear and supportive communication fosters motivation during crises.
“Encouraging innovation in problem-solving made staff feel valued and confident.” (P7)	Transformational leadership fosters creativity and employee confidence.
2. Digital Technologies Enhance Operational Efficiency	“Digital dashboards helped us track shipments and respond faster.” (P1)	Real-time digital tools improve supply chain visibility and responsiveness.
“Automation reduced manual errors and sped up our processes.” (P8)	Digital automation increases efficiency and reduces human error.
“Technology enabled us to monitor supplier performance closely and anticipate delays.” (P9)	Digital monitoring supports proactive supply chain management.
“Integrating new systems was challenging but ultimately improved workflow.” (P10)	Adoption of digital tools requires leadership support and training.
3. Workforce Resilience Supports Organizational Continuity	“Keeping morale high was one of my biggest challenges.” (P5)	Maintaining employee emotional resilience ensures continuity during disruptions.
“We trained staff on new systems to adapt faster.” (P9)	Continuous learning and skill development strengthen workforce capability.
“Employees who felt supported handled disruptions more effectively.” (P2)	A supportive environment enhances adaptability and performance.
“Recognizing achievements during crises motivated the team to stay engaged.” (P6)	Recognition and positive reinforcement contribute to resilience.
4. Leadership–Technology Integration is Critical	“Leadership played a key role in pushing digital transformation.” (P7)	Leaders drive adoption and effective use of digital tools.
“It was challenging to align people and technology at the same time.” (P10)	Integration of leadership practices with technology requires careful planning.
“When leaders endorsed digital tools, employees were more willing to use them.” (P4)	Leadership support directly impacts technology acceptance.
“Bridging human skills and technology created smoother operations during disruptions.” (P8)	Synergy between leadership and technology improves operational resilience.

Note. Table 4 shows all the themes with their definitions from the analysis.

Table 5

Theme 1: Transformational Leadership Motivates the Workforce

Conceptual Pattern	Core Codes	Pattern Evidence	TPB Domain
Inspiring and motivating employees	Transformational motivation	“My team was continually given the encouragement to remain focused, even when there were issues with the supply chain. (P3)”	Attitude toward behavior
Empowering staff decision-making	Empowerment-driven leadership	“During the delay, we delegated more decision-making authority to our staff” (P6).	Perceived behavioral control
Clear communication during crises	Leadership communication	“Anxiety was decreased, and the team was aligned through communication within the team (P1).”	Subjective norms
Encouraging innovation and creativity	Fostering problem-solving skills	Staff said they felt encouraged, confident, and valued in their work when encouraged to be innovative in problem-solving.	Attitude toward behavior
Recognizing and reinforcing performance	Positive reinforcement and recognition	“During crises, the team will be encouraged to remain involved when they are made to feel they can achieve something.” (P6)	Attitude toward behavior

Note. Table 5 shows theme one and how this aligns with the TBP framework, with the codes.

Table 6

Theme 2: Digital Technologies Enhance Operational Efficiency

Conceptual Pattern	Core Codes	Pattern Evidence	TPB Domain
Real-time visibility and monitoring	Digital visibility tools	“Digital dashboards enabled us to monitor our shipments and respond more quickly.” (P1)	Perceived behavioral control
Automation to reduce errors and delays	Process automation integration	“We were able to cut out the manual errors and accelerate our processes through ‘automation’. (P8)	Perceived behavioral control
Predictive analytics for proactive management	Supplier performance monitoring	“Technology enabled us to monitor supplier performance closely and anticipate delays.” (P9)	Attitude toward behavior
Leadership-supported adoption of digital tools	Leadership-driven digital adoption	“Leadership was crucial to drive digital transformation.” (P7)	Subjective norms
Integration challenges and adaptation	Socio-technical integration barriers	“New systems were installed, but workflow was not as smooth at first, but has since improved.” (P10)	Perceived behavioral control

Note. Table 6 shows theme two and how this aligns with the TBP framework, with the codes.

Table 7

Theme 3: Workforce Resilience Supports Organizational Continuity

Conceptual Pattern	Core Codes	Pattern Evidence	TPB Domain
Maintaining morale during disruptions	Workforce emotional resilience	“One of the biggest challenges was to maintain a high level of morale.” (P5)	Attitude toward behavior
Continuous training and skill development	Continuous workforce development	Staff were trained on new systems to get up to speed more quickly. (P9)	Perceived behavioral control
Providing support and guidance	Supportive leadership practices	“Felt supported employees dealt with disruptions better.” (P2)	Subjective norms
Recognition and reinforcement	Positive reinforcement	( P6) Achievement recognition was crucial to the team’s engagement in times of crisis.	Attitude toward behavior

Note. Table 7 shows theme three and how this aligns with the TBP framework, with the codes.

Table 8

Theme 4: Leadership–Technology Integration is Critical

Conceptual Pattern	Core Codes	Pattern Evidence	TPB Domain
Leadership drives digital adoption	Leadership-driven digital adoption	Leadership was crucial to drive digital transformation.” (P7)	Subjective norms
Aligning people with technology	Socio-technical integration barriers	“Aligning people and technology at the same time was a challenge”. (P10)	Perceived behavioral control
Leadership influence on acceptance	Leadership support influences tech use	“A pro-proof statement by the leaders supported the use of digital tools, which was reflected in the willingness of employees to use them. (P4)”	Subjective norms
Creating synergy between human skills and technology	Human–technology operational synergy	“Operations were disrupted, and technology and human skills interconnected, creating smoother operations. (P8)	Attitude toward behavior

Note. Table 8 shows theme four and how this aligns with the TBP framework, with the codes.

Figure 1

Thematic Analysis Map

Note. Figure 1 shows a thematic analysis map for codes, categories, and themes.