Antecedents of a firm’s supply chain agility: the roles of a transactive memory system and supply network flexibility

Fernandez-Giordano, Marisel; Stevenson, Mark; Gutiérrez, Leopoldo; Montes, Francisco Javier Lloréns

doi:10.1108/scm-08-2020-0379

Cited by 10 publications

(13 citation statements)

References 102 publications

(314 reference statements)

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“…Data collection was carried out by telephone survey using a computer-aided telephone interviewing (CATI) method. This methodology is often used in studies in the SC field (Rojo et al , 2018; Novais et al , 2020; Fernandez-Giordano et al , 2022). The CATI method gives interviewers access to an IS that randomly displays the contact details of potential respondents and allows a computer to manage the entire process.…”

Section: Methodsmentioning

confidence: 99%

Unraveling the black box of supply chain flexibility in lean production environments

Minguela‐Rata

Marín

Rojo

et al. 2023

SCM

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Purpose This study aims to examine the full mediating role of supply chain flexibility (SCF) between lean production (LP) and business performance (BP) found in the previous literature. This effect negates the direct LP-BP effect (the so-called “total eclipse effect”). The authors analyze the individual contributions that the different SCF dimensions (sourcing flexibility; operating system flexibility, distribution flexibility and information system [IS] flexibility) make to the “total eclipse effect” between LP and BP produced by SCF. The relational resources-based view and resource orchestration theory are used to support the theoretical framework. Design/methodology/approach Covariance-based structural equations modeling (CB-SEM) is used to test the SCF LP-BP total eclipse hypothesis and four additional mediation hypotheses, one for each of the SCF dimensions. Data obtained via a questionnaire given to 260 companies are analyzed with CB-SEM, and SPSS Process is used to evaluate the mediation effect. Findings Research results indicate that only one of the dimensions (operating system flexibility) has a full mediation effect between LP and BP and is, therefore, the main contributor to the eclipse effect. Two other dimensions (sourcing flexibility and distribution flexibility) have partial mediation effects, so they also contribute to developing the eclipse effect, although to a lesser extent. Finally, IS flexibility is neither a full nor a partial mediation factor and does not contribute to the eclipse effect. Originality/value These findings have some important implications. For academia, they generate new knowledge of the role that each of the SCF dimensions or components plays in the LP-BP relationship. For company management, the findings offer supply chain managers specific information on the individual effects that the different types of SCF flexibility have between LP and BP. This will allow companies to target their efforts to develop certain types of flexibility in LP contexts depending on the outcomes that senior managers want to achieve with their SCs.

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Section: Methodsmentioning

confidence: 99%

Unraveling the black box of supply chain flexibility in lean production environments

Minguela‐Rata

Marín

Rojo

et al. 2023

SCM

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“…Agility embodies the ability to “cope with unexpected challenges, to survive unprecedented threats of business environment, and to take advantage of changes as opportunities” (Sharifi and Zhang, 1999, p. 9). As competition has shifted from firm-level to supply chain-level (Christopher and Towill, 2000), the concept of SCA has garnered increased attention from SCM scholars (Gligor, 2016; Khan and Wisner, 2019; Abdallah et al , 2021; Fernandez-Giordano et al , 2021). Various scholars proposed different definitions for the concept.…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Examining the rigor of SCM research: the case of supply chain agility

Gligor

Stank

Gligor

et al. 2022

SCM

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Purpose This study aims to explore the impact of one significant threat to the rigor of theory building within supply chain management, namely, the improper development of different measures for the same construct. Design/methodology/approach Two survey studies are conducted. Study 1 investigates the impact of three firm orientations on five of the most cited supply chain agility (SCA) scales. Study 2 explores the impact of the same five SCA scales on three firm performance indicators. Findings The findings reveal that the five SCA scales display adequate discriminant validity and thus measure distinct concepts. Further, the relationships between SCA and its antecedents and consequences vary significantly depending on the SCA scale used. In essence, the scale used determines whether a relationship is supported or not, implying that researchers have been loosely applying the same label (i.e. SCA) to distinct constructs. Originality/value In essence, the scale used determines whether a relationship is supported or not, implying that researchers have been loosely applying the same label (i.e. SCA) to distinct constructs. The findings indicate the need for further scrutiny and investigation regarding the rigor and validity of theory building within the area of SCA. Importantly, rigorous scale development should be encouraged. Scholars should develop new scales when necessary while carefully distinguishing their proposed constructs and measures from extant ones.

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“…This emphasis on agility implies opportunities for greater performance stability (Clampit et al, 2022;Tessarini and Saltorato, 2021). Indeed, the concept of agility has been combined effectively with flexibility to establish optimal working conditions (Fernandez-Giordano et al, 2022;Shukor et al, 2021). The development of agile business operations is then associated with improved organisational performance, and thus increased customer satisfaction and trust (Tam et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…, 2022; Tessarini and Saltorato, 2021). Indeed, the concept of agility has been combined effectively with flexibility to establish optimal working conditions (Fernandez-Giordano et al. , 2022; Shukor et al.…”

Section: Introductionmentioning

confidence: 99%

Factors affecting organisations' supply chain agility and competitive capability

Aldhaheri

Ahmad

2023

BPMJ

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PurposeThis study examines the factors affecting organisations' agility and competitive capability in public and private sectors. Drawn from the literature on supply chain agility (SC agility), the factors of supply chain speed, visibility, flexibility, innovation and leadership are tested for further understanding.Design/methodology/approachThrough purposive sampling, a sample of 261 responses was collected using a structured questionnaire. The participants were identified as supply chain practitioners from different industries of the United Arab Emirates (UAE). Data were analysed using partial least square-structural equation modelling (PLS-SEM).FindingsFirms can improve the agility of their supply chains by developing strong supply chain leadership and flexibility, increasing the speed and visibility of the supply chain, and through innovation in supply chain operations. Additionally, competitive capabilities can also be enhanced through SC agility.Originality/valueThis study explores organisations' agility and competitive capability in public and private sectors of the UAE. The findings offer numerous practical insights into the UAE's business context and will help firms gain better competitive advantages through agile supply chain operations.

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Antecedents of a firm’s supply chain agility: the roles of a transactive memory system and supply network flexibility

Cited by 10 publications

References 102 publications

Unraveling the black box of supply chain flexibility in lean production environments

Unraveling the black box of supply chain flexibility in lean production environments

Examining the rigor of SCM research: the case of supply chain agility

Factors affecting organisations' supply chain agility and competitive capability

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