Benjamin Tukamuhabwa, Joel Makepu Ngobi, Henry Mutebi and Ivan Tumukunde
This paper explores the direct relationships between market orientation (MO), knowledge management orientation (KMO), innovative capability (IC) and supply chain resilience…
Abstract
Purpose
This paper explores the direct relationships between market orientation (MO), knowledge management orientation (KMO), innovative capability (IC) and supply chain resilience (SCRES). Moreover, the indirect effects of both MO and KMO on SCRES through IC are also examined.
Design/methodology/approach
A theoretical model developed from the extant literature was empirically validated through a cross-sectional survey of 195 manufacturing firms in Uganda during the COVID-19 pandemic. The data were analysed using partial least squares structural equation modelling (PLS-SEM).
Findings
The study found that there are positive and significant direct effects of MO and KMO on IC. KMO and IC have positive and significant effects on SCRES, while the positive relationship between MO and SCRES is non-significant. Furthermore, the results indicate that the effects of both MO and KMO on SCRES are partially mediated by IC.
Originality/value
Empirical evidence is provided on the antecedents of SCRES in a developing economy in the context of COVID-19. Moreover, a multidisciplinary model incorporating marketing, knowledge management and innovation literature to explain the SCRES phenomenon is validated. Further, the partial mediating role of IC is examined and confirmed.
Details
Keywords
Ziad Alkalha, Benjamin Dehe, Iain Reid and Zu’bi M.F. Al-Zu’bi
The study aims to investigate the mediating impact of supplier quality integration on the operational performance of the pharmaceutical supply chain (PSCs) by comparing mature and…
Abstract
Purpose
The study aims to investigate the mediating impact of supplier quality integration on the operational performance of the pharmaceutical supply chain (PSCs) by comparing mature and evolving PSCs.
Design/methodology/approach
The study adopted a quantitative method where data were gathered through a survey instrument to identify the differentiators of dynamic capabilities and establish the extent of quality integration in PSCs. Thus, 310 questionnaires were collected from mature and evolving PSCs, where the PROCESS technique was used to analyse the data.
Findings
The results demonstrate the significant paths that enable companies to create, extend and modify the resources to develop their dynamic capabilities. The results reveal significant differences in internal and supplier quality implementation and their impact on operational performance between mature and evolving PSCs.
Originality/value
To the best of our knowledge, this is the first study to examine dynamic capabilities aspects of the pharmaceutical supply chain quality integration in mature and evolving PSCs, which extends the body of knowledge and makes a practical contribution.