How does firm innovativeness enable supply chain resilience? The moderating role of supply uncertainty and interdependence

Abstract

Despite its potential benefits in a wide range of circumstances, firm innovativeness received scant attention in relation to managing the various risks and uncertainties in the global business environment.Likewise, there is still a limited understanding of firms' supply chain resilience and its related antecedents in the strategic management literature. This research focuses on exploring the relationship between firm innovativeness and supply chain resilience in an attempt to facilitate bridging the gap between two important research streams and shed some light on the contingent value of firm innovativeness against disruptions and adversities. The moderating role of supply uncertainty and interdependence in the focal relationship was also hypothesized and tested. Findings suggest that firm innovativeness is positively associated with firm supply chain resilience, and supply uncertainty negatively moderates this relationship but interdependence does not. We argue that this could be due to the dual nature of interdependence in supply networks.

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

“…Supply chains and firms operating in these networks have witnessed unprecedented levels of turbulence such as natural disasters, political upheavals, and cyber-attacks and market dynamism such as high demand variability and shortening product lifecycles in recent years (Gölgeci & Ponomarov, 2015;Tukamuhabwa et al, 2015). Enterprises that could not withstand such a storm of change failed, and some ceased to exist (Hollnagel & Fujita, 2013).…”

“…Leading members of a supply chain are responsible for building resilience in their enterprises and contributing to the resilience of the whole system (Gölgeci & Ponomarov, 2015;Kamalahmadi & Parast, 2016). As supply chains are holistic business systems (Tukamuhabwa et al, 2015), resilient capabilities of its members can transform into SCR (Sheffi & Rice, 2005), as long as member firms make up a coherent entity as a whole and interactions among them are managed and coordinated effectively.…”

“…In particular, little is known about how social capital can be utilized in the face of adversity and turbulence, and under what conditions its influence on SCR is more pronounced. Furthermore, although an extensive research on SCR view it as a critical capability for thriving in dynamic environments (Gölgeci & Ponomarov, 2015;Lengnick-Hall & Beck, 2009;Mccann, Selsky, & Lee, 2009;Ponomarov & Holcomb, 2009), there is little empirical evidence as to whether SCR lead to increased organizational performance.…”

Managing supply chain resilience to pursue business and environmental strategies

“…Similarly, the inability to constitute SCR is also contingent on faltering business functions such as ineffective supplier management, inaccurate inven- Fałkowski (2015) Poland Food Secondary Descriptive and regression Dairy SC in Poland is less resilient in many regions, and fragmented supply relations are leading towards larger SC disruptions. Gölgeci and Ponomarov (2015) America and Europe…”

How does cultural intelligence influence the relationships between potential and realised absorptive capacity and innovativeness? Evidence from Poland

“…Firm innovativeness typically involves constant influx of new ideas, knowledge, and practices (Capaldo, 2007;Gölgeci & Ponomarov, 2015). Ability to acquire and exploit external knowledge effectively is pivotal for developing, deploying, and utilizing various innovative capabilities (Cohen & Levinthal, 1990).…”