Does social capital matter for supply chain resilience? The role of absorptive capacity and marketing-supply chain management alignment

Abstract

Marketing in an increasingly tumultuous marketplace requires resilience-the ability to withstand, adapt, and flourish despite turmoil and adverse change-that extends beyond firm boundaries. Although external resources are arguably essential to achieve resilience, little is known how and when firms' social capital derived from interorganizational relationships can lead to supply chain resilience. Therefore, we investigate the role of absorptive capacity and marketing-supply chain management alignment in realizing the potential impact of social capital on supply chain resilience. Using data obtained from dual respondents from 265 Turkish firms, we test the mediating role of absorptive capacity and the moderating role of marketing-supply chain management alignment. Our findings indicate absorptive capacity mediates the relationship between social capital and supply chain resilience, and the links between social capital and absorptive capacity and social capital and supply chain resilience are stronger when marketingsupply chain management alignment is high. We also find that supply chain resilience is positively associated with organizational performance, empirically supporting the proposed value of supply chain resilience for firm strategy. Accordingly, our paper highlights that both absorptive capacity and marketing-supply chain management alignment are necessary to realize the actual value of social capital for supply chain resilience and ensuing performance.

Sustainable supply chain management towards disruption and organizational ambidexterity: A data driven analysis

“…SC risk arises from the disruption of materials, products, information, and financial flows which can disrupt firms’ normal operations ( Snediker et al, 2008 ; Munir et al, 2020 ). This remains as fundamental managerial challenge that affects the organizational performance ( Gölgeci & Kuivalainen, 2020 , Shekarian et al, 2020 ). This remains as fundamental managerial challenge that affects the organizations performance and implements appropriate coordination and collaboration strategies to manage their interorganizational relationships ( Gölgeci & Kuivalainen, 2020 , Shekarian et al, 2020 ).…”

“…Firms must decide interpreting with most beneficial relationships to recovery in the face of disruption and difficulty. Having strategic inter-sectional and inter-organizational bonds within supply chains is important ( Capaldo, 2007 ; Gölgeci and Kuivalainen, 2020 ).…”

“… Munir et al (2020) stated that companies frequently encounter disruptions, which cause distress in entire SCs. Gölgeci & Kuivalainen (2020) point out that in the modern global market, disruptions are becoming an important priority due to their role in threatening the long-term survival of firms; this trend is displacing conventional firm-centric management predicated on a stable business environment. The consequences of such disruptions can be grave if not addressed promptly ( Pettit et al, 2013 ; Pettit et al, 2019 ).…”

Where is supply chain resilience research heading? A systematic and co-occurrence analysis

“…In this vein, the exploration of mechanisms (i.e., mediators) that explicate proposed relationships of SCR with other variables is an area of weakness in the current literature (cf. Gölgeci and Kuivalainen, 2019).…”

Dealing with the unpredictable: supply chain resilience

“…Brandon-Jones et al, 2014), dynamic capabilities (e.g. Brusset and Teller, 2017;Chowdhury and Quaddus, 2017), social capital theory (Gölgeci and Kuivalainen, 2019) and complex adaptive systems theory (e.g. Day, 2014).…”