Soomin Park, Michael J. Braunscheidel and Nallan C. Suresh
The study presents a conceptual model of a firm's supply chain agility (FSCA) as a formative construct formed by sensing and responding capabilities. Both construct validity and…
Abstract
Purpose
The study presents a conceptual model of a firm's supply chain agility (FSCA) as a formative construct formed by sensing and responding capabilities. Both construct validity and predictive validity of the model are tested by investigating nuanced effects of FSCA on business performance. The study aims to empirically validate the sensing-responding theoretical framework of Overby et al. (2006) and extend the emergent stream on sensing-responding frameworks for supply chain agility.
Design/methodology/approach
Survey research is employed. Data are analysed using partial least squares technique and mediation tests by Hayes PROCESS macro.
Findings
FSCA is established as a revised construct formed by the distinct capabilities of sensing and responding. The efficacy of utilizing FSCA as a formative 2nd order construct was established. In addition, FSCA is shown to affect business performance through mediations of cost efficiency and customer effectiveness, establishing its predictive validity.
Originality/value
This study contributes significantly to the literature on supply chain agility in terms of both theory and practice for cultivating supply chain agility. Drawing on resource-based view and resource-advantage theories, as reformulation of supply chain agility as a formative construct of sensing and responding capabilities, this research opens up new lines of inquiry on agility.
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Michael J. Braunscheidel, James W. Hamister, Nallan C. Suresh and Harold Star
The purpose of this paper is, first, to utilize institutional theory to assess motivation for the adoption of Six Sigma. Second, to examine the role of an organization's…
Abstract
Purpose
The purpose of this paper is, first, to utilize institutional theory to assess motivation for the adoption of Six Sigma. Second, to examine the role of an organization's innovation implementation climate and the fit between the innovation considered and the values of the organization's members on the implementation of Six Sigma. Third, to study the impact that the adoption and implementation of Six Sigma has on organizational performance.
Design/methodology/approach
Methods advocated in case study research were employed in the conduct of seven case studies. The research protocol consisted of identifying organizations in a variety of manufacturing industries, and conducting focused interviews with a minimum of three respondents in each company in order to improve validity.
Findings
This paper suggests that institutional theory proves to be an effective means by which to examine the adoption of Six Sigma. In addition, support for innovation implementation model suggested by Klein and Sorra is found. Each of the studied firms reported performance improvements as a result of the adoption and implementation of Six Sigma.
Originality/value
This paper contributes to a better understanding of Six Sigma adoption, implementation, and implementation effectiveness of Six Sigma by exploring how it is applied in different manufacturing contexts.
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Michael Wang and Daniel Prajogo
Based on the resource-based view (RBV) theory, this study examines how supply chain digitalisation affects firms’ performance by enabling firms to build supply chain agility and…
Abstract
Purpose
Based on the resource-based view (RBV) theory, this study examines how supply chain digitalisation affects firms’ performance by enabling firms to build supply chain agility and innovation capability.
Design/methodology/approach
Drawing from the dataset of 271 firms in the United Arab Emirates (UAE), we used structural equation modelling to validate the models. Mediation and moderation analyses were performed to test the research hypotheses.
Findings
The results suggest a positive correlation between supply chain digitalisation and a company’s performance, fully mediated by both supply chain agility and innovation capability. The interplay between supply chain agility and innovation capability has the potential to result in unfavourable outcomes for a firm’s performance. These results provide valuable insights into supply chain management during digital transformation.
Originality/value
The study advances the extant research on the antecedents of a firm’s performance by incorporating supply chain digitalisation and mediating mechanisms of supply chain agility and innovation capability that serve as a conduit between supply chain digitalisation and a firm’s performance based on RBV.
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Michael Wang and Bin (Bill) Wang
COVID-19 has caused critical supply chain problems, especially in sustainable supply chain management, but very few empirical studies have been explored how to improve the firm…
Abstract
Purpose
COVID-19 has caused critical supply chain problems, especially in sustainable supply chain management, but very few empirical studies have been explored how to improve the firm sustainability through supply chain endeavours such as supply chain agility to manage the impacts of COVID-19. This paper aims to develop a model to incorporate supply chain agility and supply chain relationships that link firm sustainability to mitigate the impacts of the pandemic.
Design/methodology/approach
The authors conducted an online survey and collected 203 valid responses from businesses in the United Arab Emirates, and employed an exploratory factor analysis, mediated regression analysis and structural equation modelling methodology to test the models and hypotheses.
Findings
The authors find that the adoption of supply chain agility can improve supply chain relationships and positively impact sustainability. Meanwhile, supply chain relationships partially mediate the relationship between supply chain agility and sustainability. In addition, sustainability mitigates the impacts of COVID-19 pandemic on supply chains.
Originality/value
The results provide fruitful insights and implications for the challenges and uncertainties caused by the pandemic post COVID-19 and provide several directions for further research.
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Harri Lorentz, Sini Laari, Joanne Meehan, Michael Eßig and Michael Henke
In the context of the COVID-19 pandemic, this study investigates a variety of approaches to supply disruption risk management for achieving effective responses for resilience at…
Abstract
Purpose
In the context of the COVID-19 pandemic, this study investigates a variety of approaches to supply disruption risk management for achieving effective responses for resilience at the supply management subunit level (e.g. category of items). Drawing on the attention-based view of the firm, the authors model the attentional antecedents of supply resilience as (1) attentional perspectives and (2) attentional selection. Attentional perspectives focus on either supply risk sources or supply network recoverability, and both are hypothesised to have a direct positive association with supply resilience. Attentional selection is top down or bottom up when it comes to disruption detection, and these are hypothesised to moderate the association between disruption risk management perspectives and resilience.
Design/methodology/approach
Conducted at the early phases of the COVID-19 pandemic, this study employs a hierarchical regression analysis on a multicountry survey of 190 procurement professionals, each responding from the perspective of their own subunit area of supply responsibility.
Findings
Both attentional disruption risk management perspectives are needed to achieve supply resilience, and neither is superior in terms of achieving supply resilience. Both the efficiency of the top down and exposure to the unexpected with the bottom up are needed – to a balanced degree – for improved supply resilience.
Practical implications
The results encourage firms to purposefully develop their supply risk management practices, first, to include both perspectives and, second, to avoid biases in attentional selection for disruption detection. Ensuring a more balanced approach may allow firms to improve their supply resilience.
Originality/value
The results contribute to the understanding of the microfoundations that underpin firms' operational capabilities for supply risk and disruption management and possible attentional biases.
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David Gligor, Javad Feizabadi, Ivan Russo, Michael J. Maloni and Thomas J. Goldsby
Scholars have recently begun to empirically evaluate the triple-A supply chain, which emphasizes concurrent capabilities in agility, adaptability and alignment across the supply…
Abstract
Purpose
Scholars have recently begun to empirically evaluate the triple-A supply chain, which emphasizes concurrent capabilities in agility, adaptability and alignment across the supply chain to develop sustainable competitive advantage. Complexity theory suggests however that other combinations of triple-A capabilities may be equally effective, especially given a firm's strategic orientation relative to its market and its supply chain. Our research objective was to examine what combinations of these capabilities lead to the same outcome (i.e. high firm performance).
Design/methodology/approach
We collected 182 survey responses from a global sample of supply chain managers. Qualitative comparative analysis (QCA) was employed to assess effective recipes of agility, adaptability, alignment, supply chain orientation, and market orientation.
Findings
Our results revealed four distinct “recipes” (i.e. combinations of agility, adaptability, alignment, supply chain orientation and market orientation) that lead to high levels of firm performance.
Originality/value
Our results indicate that firms currently do not necessarily have to concomitantly develop capabilities across all triple-A components. Considering the costs associated with developing each of these capabilities, the findings allow us to derive several theoretical and managerial insights.
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Saban Adana, Ila Manuj, Michael Herburger, Sedat Cevikparmak, Hasan Celik and Hasan Uvet
Global supply chains are increasingly becoming more prone to high-impact disruptions, which has been fairly evident with the coronavirus disease 2019 (COVID-19) pandemic. The…
Abstract
Purpose
Global supply chains are increasingly becoming more prone to high-impact disruptions, which has been fairly evident with the coronavirus disease 2019 (COVID-19) pandemic. The capacity to address disruptions is essential for the survival of any organization. Coping with increasing complexity and uncertainties requires a systemic view of supply chains. Furthermore, a comprehensive understanding of the governance structure and timely decision-making are critical in times of disruptions. Although several aspects of supply chain resilience (SCRES) are broadly studied in the literature, the relationship between supply chain orientation (SCO), decentralization in decision-making and SCRES is an understudied area.
Design/methodology/approach
This study takes a longitudinal approach to address this research gap with a comprehensive meta-analytic review to explore the relationships between the constructs of interest through the lenses of contingency and dynamic capability theories. Furthermore, 2 surveys with sample sizes of 250 and 200 were conducted with supply chain professionals to test the research framework before and after the pandemic to compare the findings.
Findings
Structural Equation Modeling (SEM) analysis indicates a positive relationship between SCO and decentralization and between decentralization and SCRES. The post-COVID-19 analysis further validates the influence of agility, collaboration and situational awareness related to decentralization and resilience. More importantly, capabilities have a higher impact on resilience during the pandemic than before.
Practical implications
The results entreat organizations to attain decentralized decision-making vis-à-vis dedicated functional teams charged with reacting timely to disruptions. The teams should be empowered to leverage their knowledge and experiences regardless of their position in the hierarchy.
Originality/value
Although SCRES is an active research stream, the structural aspects of SCRES and its relationship with SCO are understudied. Therefore, this research puts forth a research framework and empirically tests hypotheses that frame the relationship between SCO, decentralization and resilience outcomes in pre- and post-COVID environments.
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Hsian-Ming Liu and Hsin-Feng Yang
The purpose of this paper is to propose that a firm could exploit the ties of interfirm network to access external network resources (NR) to assist its sensing and responding…
Abstract
Purpose
The purpose of this paper is to propose that a firm could exploit the ties of interfirm network to access external network resources (NR) to assist its sensing and responding capabilities for the variability of business environment, thereby leading to superior organizational performance.
Design/methodology/approach
This study uses the survey data collected from 260 small- and medium-sized enterprises (SMEs) in Taiwan to examine the causal effects of hypotheses testing. By adopting structural equation modeling technology, the direct and mediating effects among the NR, sensing capability (SC), responding capability (RC) and firm performance (FP) are explored.
Findings
The result of this paper shows that a firm’s NR and its organizational capabilities are critical antecedents of FP. Moreover, the mediating testing identifies NR and FP as being mediated by a firm’s organizational agility (OA) and RC.
Practical implications
The findings of this paper provide practical evidence that a SME could gain benefits and advantages from the joint effect of integrating NR and OA to compete with global conglomerates. Thus, a SME must put more effort into developing and maintaining its interfirm network and then figuring out its effect with its internal agility process in order to surmount unexpected changes, create advantages of the first-mover and innovation activities and boost the FP.
Originality/value
This paper combines external NR and internal OA and offers a practical strategy to a SME, creating a unique competitive advantage for further development in a dynamic business environment.
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Michael Wang, Sobhan Asian, Lincoln C. Wood and Bill Wang
The purpose of the paper is to present an empirical study on the logistics innovation capability and its impacts on the supply chain risk in the Australian courier firms. Based on…
Abstract
Purpose
The purpose of the paper is to present an empirical study on the logistics innovation capability and its impacts on the supply chain risk in the Australian courier firms. Based on the resource-based review, logistics innovation capability provides valuable insight into mitigating supply chain risks in the Industry 4.0 era.
Design/methodology/approach
The research model focuses on the relationships between logistics innovation capability and supply chain risk. Partial least squares approach for structural equation modelling is used to validate the research model by empirically analysing survey data.
Findings
The empirical result shows negative relationships between logistics innovation capability and supply chain risks. These relationships may imply that firms can mitigate the negative impacts of supply chain risks by developing logistics innovation capabilities. The findings demonstrate the applicability of logistics innovation capability for mitigating supply chain risks in the Australian courier firms.
Originality/value
There are very few empirical studies on the mitigating supply chain risk through logistics innovation capability. The empirical results provide an insight into innovation management and risk management in logistics and supply chain. This insight offers practical guidance for developing and deploying logistics innovation capability to support and enable supply chain risk management strategies in the Industry 4.0 era.