Purpose The purpose of this paper is to add clarity to the multidimensional concepts of agility and resilience. In addition, this paper seeks to clarify the differences and similarities between the two concepts by integrating the distinct bodies of knowledge on agility and resilience. Design/methodology/approach A multidisciplinary systematic literature review is conducted. The concept of agility is explored through a review of the sports science, manufacturing, organizational, information systems and information systems development and supply chain literature bases. The concept of resilience is investigated through a review of the psychological and psychopathological, ecological, economic, organizational and supply chain literature bases. Findings Examining the complex relationship between the two constructs led to the emergence of six major dimensions to capture the concept of agility (i.e. ability to quickly change direction, speed/accelerate operations, scan the environment/anticipate, empower the customer/customize, adjust tactics and operations (flexibility), and integrate processes within and across firms). Similarly, six dimensions were uncovered for resilience (i.e. ability to resist/survive disruptions, avoid the shock altogether, recover/return to original form following disruption, speed/accelerate operations, adjust tactics and operations (flexibility) and scan the environment/anticipate). Agility and resilience were found to share three common dimensions (i.e. ability to adjust tactics and operations (flexibility), speed/accelerate operations and scan the environment/anticipate). Practical implications The identification of the common characteristics of agility and resilience carries important managerial implications from a resource allocation perspective. Allocating resources to the development of the common characteristics of agility and resilience can help firms maximize the impact of such investments. That is, by investing in the common characteristics of both they can improve supply chain agility and supply chain resilience. If firms approach the development or improvement of supply chain agility or resilience independent from one another, without an awareness of the common characteristics, they could be duplicating their investments resulting in supply chain redundancies and inefficiencies. Originality/value Not having a clear and comprehensive understanding of the similarities and differences between agility and resilience is problematic from a theoretical perspective. A clear understanding of what each construct represents provides a platform for building generalizable theory by helping researchers operationalize these constructs in a consistent manner. Further, providing a generalizable, comprehensive and multidisciplinary perspective on agility and resilience within supply chain management literature can help increase the visibility of the field of supply chain management across other disciplines as scholars outside the field of supply chain management can utilize the results of this research effort.
Purpose The purpose of this study is to examine how customers’ perceptions of brands’ social media interactivity impact customer engagement behaviors (CEBs) (e.g. customer purchases, referrals, influence and knowledge) while accounting for the moderating role of brand type and social media platform. Design/methodology/approach Two separate online surveys (Study 1 (N1) = 341, Study 2 (N2) = 183) were conducted to measure the constructs of interest. Regression analyzes tests research hypotheses; PROCESS Model 1 was used to test the moderating roles of brand type and platform. Further, the pick-a-point approach (i.e. spotlight analysis) was used to probe the interaction terms. Findings The results indicate that when customers perceive a brand to be highly interactive on social media (vs inactive), they are more willing to buy brand offerings, refer the brand in exchange for monetary incentives, inform their family and friends about the brand on social media and provide feedback and suggestions for improving the brand. Furthermore, the positive impact of perceived social media interactivity on customer purchases, referrals, influence and knowledge varies across brand and social media platform types. Research limitations/implications Online surveys using convenience samples were conducted to assess the constructs of interest. Archival data may provide an avenue for further insight. Future research may be able to track actual online customer behavior using such data. Further, researchers are encouraged to corroborate the results found here over time as the winds of social media shift to new platforms. Practical implications The results suggest that interacting on social media encourages customers to contribute to brand value directly (through purchasing) and/or indirectly (through referring, influencing and suggesting). While all brands may leverage social media activity for success, the positive impact of perceived social media interactivity on CEBs is particularly impactful for non-global 500 brands. The results also indicate that customers are more willing to add value to the brand through purchases and suggestions when they perceive the brand to be highly interactive on both social media networking sites and the brand’s website. However, they are more willing to promote this brand and influence their social networks about it only when they perceive the brand to be highly (vs less) interactive on its own website. Originality/value This study examines the novel issue of the impact of perceived social media interactivity on different CEBs while accounting for the moderating role of the brand and platform used by customers. The results provide value in better understanding the levers through which social media affects performance.
Purpose Although supply chain scholars have acknowledged the fundamental disruptive changes experienced by today’s supply chains and the ensuing novelty of the research problems worthy of investigation, they have primarily relied on a limited number of theories to help explain the phenomena of interest. The purpose of this paper is to use a systematic literature review to address this gap and propose additional theories that supply chain researchers can use to help address novel supply chain phenomena, such as those caused by technological disruptions. Design/methodology/approach The authors use a systematic literature review to examine the studies published over the last 10 years in six of the top supply chain management journals (411 articles) and six of the top marketing and management journals (1,214 articles). Findings First, the findings show that 15 theories have been relied upon by over 95 per cent of the studies within supply chain management that use formal theories. Second, the authors identify the most frequently used theories within marketing and management (217 theories). Third, as space limitations make it impossible to offer a rich description of each of the 217 theories, the authors identify 30 theories that they considered to be the most salient to supply chain research and suggest areas where supply chain scholars can apply these theoretical lenses. Originality/value The research effort allowed the authors to map the current use of theories within the field to gain a better understanding of what other theories could augment the body of theories used within supply chain management. Thus, the current study is a “one stop shop” that supply chain scholars can consult when in a quandary about what theoretical lens to utilize.
Purpose The concept of agility has been applied to several domains to help firms develop the capability to quickly adjust their operations to cope and thrive in environments characterized by frequent changes. Despite the soaring number of social media users and the benefits associated with agility in other domains, the application of agility in a social media context has yet to be explored. Further, little is known about how agility in a social media context impacts desirable customer-related attributes, such as customer engagement and customer-based brand equity (CBBE). This paper aims to address this gap by adapting the construct to social media (i.e. perceived social media agility) and exploring its impact on customer engagement and CBBE. Design/methodology/approach This paper conducted an online survey with 200 adult subjects. This paper used multivariate regression analyzes to empirically test a scale for perceived social media agility and explore its impact on CBBE and customer engagement, along with the moderating role of customer change-seeking behavior. Findings The study results show that perceived social media agility directly and indirectly (through customer engagement) positively influences CBBE. Also, results show that the positive impact of perceived social media agility on CBBE is further magnified for customers high on change-seeking. However, customer change-seeking does not affect the strength or direction of the impact of perceived social media agility on customer engagement. Originality/value This paper contributes to social media literature by adapting and testing a measurement scale for the construct of perceived social media agility and exploring its role in enhancing customer engagement and CBBE.
PurposeDespite the recent wealth of supply chain agility literature, scholars have yet to thoroughly examine its impacts on the customer experience. To address this gap, we assess the effects of supply chain agility on customer value and customer satisfaction, including the moderating role of customer loyalty, from the perspectives of both business customers (B2B) and end-customers (B2C).Design/methodology/approachWe used multivariate regression analysis to evaluate direct, indirect and conditional effects across survey responses from 148 senior-level supply chain managers (buyers) (Study 1) and 170 end-customers (i.e. consumers) (Study 2).FindingsThe results reveal that supply chain agility retains a direct link to both B2B and B2C’ value and satisfaction. However, a higher level of customer loyalty reduces the strength of these relationships, signifying that agility is less important with established customers. In this respect, agility is important to attract new customers, but more agility is not always beneficial once the customer relationship is established.Originality/valueThe current study is among the first to examine end-customer response to supply chain agility. The findings complement existing literature by providing novel insights into the impact of supply chain agility on both business customers (B2B) and end-customers (B2C).
Social media-based interactions between consumers and firms have received considerable attention in recent years. Despite significant interest in this phenomenon, little is known about how ethnicity impacts consumers' comment intention on social media. This is an important limitation, as ethnicity represents a significant driver of consumer behavior. Addressing this gap, we investigate whether minority (vs. majority) group consumers are more likely to publicly comment on a firm's social media post, when the majority of existing comments is made by ethnically similar consumers. We also explore whether perceived similarity affects these behaviors, and establish the moderating role of ethnic identity, social media usage intensity, and shared content ethnic association (vs. disassociation) in the proposed relationships.To explore these issues, we conduct two survey experiments. The findings reveal ethnicity as an important driver of consumers' intent to comment on firm-based social media posts. Specifically, compared to ethnic majority (i.e., Caucasian) consumers, ethnic minority (i.e., African American) consumers are more likely to comment on a social media post when most of the post's existing comments are made by ethnically similar consumers, owing to their perceived similarity to existing commenters. Moreover, consumers' ethnic identity, social media usage intensity level, and shared content associations play an important role in these relationships.
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