Comparative study
| Study | Context | Methodology | Key findings | Gap addressed by present study |
|---|---|---|---|---|
| Queiroz et al. (2023) | Global supply chain experts | Survey (n = 150) | Identifies 15 benefits and 15 challenges of metaverse | Does not model inter-relationships among challenges |
| Bag et al. (2023) | Organisational supply chain management | Structural equation modelling and artificial neural networks | Tech infrastructure is primary adoption barrier | Lacks systemic prioritisation of barriers |
| Butt et al. (2025) | Digital supply chains | 30 semi-structured interviews | Identified seven barriers that impede the adoption of metaverse in supply chain management | No hierarchical mapping of barrier dynamics |
| Present study | Cross-sector supply chain management | Interpretive structural modelling and MICMAC | Maps 12 barriers, classifies drivers vs dependents | Adds causal hierarchy and actionable prioritisation |
| Study | Context | Methodology | Key findings | Gap addressed by present study |
|---|---|---|---|---|
| Global supply chain experts | Survey ( | Identifies 15 benefits and 15 challenges of metaverse | Does not model inter-relationships among challenges | |
| Organisational supply chain management | Structural equation modelling and artificial neural networks | Tech infrastructure is primary adoption barrier | Lacks systemic prioritisation of barriers | |
| Digital supply chains | 30 semi-structured interviews | Identified seven barriers that impede the adoption of metaverse in supply chain management | No hierarchical mapping of barrier dynamics | |
| Present study | Cross-sector supply chain management | Interpretive structural modelling and MICMAC | Maps 12 barriers, classifies drivers vs dependents | Adds causal hierarchy and actionable prioritisation |
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