2019
DOI: 10.18510/hssr.2019.7265
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The Firm’s Strategic Orientations and Environmental Uncertainties as Antecedents of Its Supply Chain Agility

Abstract: Purpose: The main objective of the current study is exploring the impact of firm’s strategic orientation on the supply chain agility. In addition to that the current study has examined the impact of environmental uncertainties on the agile supply chain. Therefore, the study is among the pioneering studies on the issues. This research study contributes to the existing literature. Methodology: The research has worked on the need for analyzing the influence of supply chain and market orientation on supply c… Show more

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Cited by 2 publications
(2 citation statements)
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References 34 publications
(47 reference statements)
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“…According to Milliken (1987), an entity cannot reliably forecast its own setting because of environmental uncertainty, the lack of knowledge, or the lack of discernment between important and unrelated evidence. Environmental uncertainty includes the difficulty of product descriptions, technical uncertainty (Chai et al, 2019), uncertainty in demand, uncertainty in supply (Jermsittiparsert & Wajeetongratana, 2019), and product principles (Premkumar et al, 2005). Meijer et al (2006) linked environmental uncertainty with technical vagueness, resource vagueness, uncertainty about competitiveness, seller vagueness, consumer vagueness, and political instability.…”
Section: Environmental Uncertaintymentioning
confidence: 99%
“…According to Milliken (1987), an entity cannot reliably forecast its own setting because of environmental uncertainty, the lack of knowledge, or the lack of discernment between important and unrelated evidence. Environmental uncertainty includes the difficulty of product descriptions, technical uncertainty (Chai et al, 2019), uncertainty in demand, uncertainty in supply (Jermsittiparsert & Wajeetongratana, 2019), and product principles (Premkumar et al, 2005). Meijer et al (2006) linked environmental uncertainty with technical vagueness, resource vagueness, uncertainty about competitiveness, seller vagueness, consumer vagueness, and political instability.…”
Section: Environmental Uncertaintymentioning
confidence: 99%
“…Additionally, with less input resources, still we can achieve the growth, consequently organizations will get advantages from the long-term sustainable growth opportunities in both domestic and foreign markets . The existing business operations may face some uncertain situations and may generate the restructuring or operational rebuilding, which at the same time may increase the business profitability and sustainability (Sutduean, Joemsittiprasert, & Jermsittiparsert, 2019;Jermsittiparsert & Wajeetongratana, 2019). According to the Choi, Narasimhan, and Kim (2016) by increasing the R&D and improving the power of technology the overall profitability can be improved, as compared to the traditional method higher annual profits can be generated with the advanced sustainable technology (Karim et al, 2014).…”
Section: Hypothesis Developmentmentioning
confidence: 99%