The triple-a supply chain and strategic resources: developing competitive advantage

Gligor, David; Feizabadi, Javad; Russo, Ivan; Maloni, Michael J.; Goldsby, Thomas J.

doi:10.1108/ijpdlm-08-2019-0258

Cited by 71 publications

(91 citation statements)

References 147 publications

(263 reference statements)

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“…Some empirical evidence was found for the complementarity effect of the three As on firm performance. Gligor et al (2020) used the qualitative comparative analysis (QCA) method and argued that several combinations of As along with other strategic resources might provide multiple success recipes. In all these studies, there is a lack of a formal economic analytical model to analyze the complementarity of the three As.…”

Section: Hypothesesmentioning

confidence: 99%

“…Substitute interaction of As virtually supports the idea of the existence of multiple solutions in the same circumstances to produce superior performance. This argument is further articulated in Gligor et al (2020) by identifying several combinations of As along with the firms' orientation to its market and supply chain.…”

Section: Theoretical and Managerial Implicationsmentioning

confidence: 99%

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Examining the synergistic effect of supply chain agility, adaptability and alignment: a complementarity perspective

Feizabadi

Gligor

Alibakhshi³

2021

SCM

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Purpose Drawing on complementarity theory, this paper aims to examine the type and effect of interdependencies/interaction (i.e. complementarity or substitutability) between the supply chain capabilities of agility, adaptability and alignment. Design/methodology/approach A survey research design is adopted to collect primary and secondary data from 182 international firms. The complementarity (or substitutability) of three As (agile, adaptable and aligned) were analyzed in three-way and pairwise interactions; both, correlation and performance differences methods of testing the type of interactions among the system’s elements were used. Supply chain-centric and firm-centric performance metrics were used to examine the interaction types. Findings The study did not find empirical evidence of three-way complementarity between the three As. However, this paper did find evidence of complementarity in bivariate interactions for alignment and adaptability. Moreover, in the performance difference method, the study found a substitute relationship between all pairs of As. Practical implications The findings related to the substitutability between the three As offer managers guidance on how to allocate their limited resources to avoid unnecessary over-or under-investing in either one of the three As. Originality/value This study helps refine prior findings related to the three As by offering evidence that firms can still achieve their performance-related goals with reduced investment commitments by taking advantage of the substitutability relationship existent between these capabilities. That is, instead of concomitantly developing all three As as past studies have suggested, managers can use the findings to determine how to prioritize their resource allocation better. Furthermore, understanding the actual interaction among the supply chain variables generally provide insights for designing the supply chain, change management in the supply chain, developing supply chain strategy and adopting best practices in the supply chain.

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Section: Hypothesesmentioning

confidence: 99%

Section: Theoretical and Managerial Implicationsmentioning

confidence: 99%

Examining the synergistic effect of supply chain agility, adaptability and alignment: a complementarity perspective

Feizabadi

Gligor

Alibakhshi³

2021

SCM

Self Cite

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“…This result makes perfect sense if we interpret it through the RO approach instead of according to the traditional debate in the QM literature. According to RO, a single attribute (resource, practice, capability) is necessary but insufficient to develop a CA (Gligor et al, 2020). As seen above, when ISO 9001 is combined with ASCS, it helps to develop a CA in specific circumstances (basically, circumstances involving the flexibility of intra-organizational processes).…”

Section: Discussionmentioning

confidence: 99%

“…) (Choi et al, 2001;Choi and Krause, 2006). When considering flexibility, firms make decisions to adapt specific parts of their SC locally, and these adaptations do not necessarily affect the firm's overall SCF capability (Gligor et al, 2020). Our study thus focuses on the level of theory congruent with managerial decisions on SCF.…”

Section: Introductionmentioning

confidence: 99%

Ambidextrous supply chain strategy and supply chain flexibility: the contingent effect of ISO 9001

Rojo-Gallego-Burin

Montes

Pérez-Aróstegui

et al. 2020

IMDS

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PurposeTo analyze the effect of an ambidextrous supply chain strategy (ASCS) – i.e. the combination of exploration and exploitation practices – on each of the four dimensions of supply chain flexibility (SCF): information system, operating system, sourcing and distribution flexibility. Further, to evaluate the influence of implementing the ISO 9001 standard on the relationship between ASCS and SCF, and whether this certification directly affects the level of SCF. We ground our model in Resource Orchestration theory.Design/methodology/approachTo perform this study, the authors used data collected from a sample of 145 non-ISO-certified firms and 157 ISO-certified firms.FindingsASCS does not affect all four dimensions of SCF in the same way. Rather, its effect is contingent on the presence of the ISO 9001 certification. An ASCS is shown to have a positive effect on information system flexibility irrespective of the presence of ISO 9001 certification whereas for the other three dimensions of SCF, the effect of ASCS is dependent on ISO 9001 implementation. Meanwhile, ISO 9001 implementation itself does not affect the level of SCF.Practical implicationsManagers can use the findings to configure their supply chain strategy based on the specific dimension(s) of SCF they seek to develop by implementing ASCS. Further, the results inform managers about the incentives for implementing ISO 9001.Originality/valueAlthough prior studies have shown that an ambidextrous strategy enables firms and organizational units to adapt to the environment, there have been few prior studies on ambidexterity in a supply chain context. Further, although the extant literature has suggested that the ISO 9001 may facilitate ambidexterity, this link has remained largely theoretical. In fact, there is very little prior evidence on how the practice of ISO 9001 affects the supply chain.

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“…Affected by the dynamic fluctuation of the external environment, the supply chain is aware of the need to deal with this fluctuation in a more positive way [48,49]. As a result, more and more supply chain scholars pay attention to supply chain agility, which becomes an essential ability to help organizations quickly and effectively adjust strategies to respond to short-term changes [50]. Through rapid and accurate response to market changes, supply chain agility can effectively shorten the development cycle of new products, improve the launch frequency of new products, and improve the reliability of product delivery.…”

Section: ) Competitive Advantagementioning

confidence: 99%

Understanding the Sustainable Competitive Advantages of China’s Private Manufacturing Enterprises: An Empirical Study Based on the Dynamic Capabilities of Supply Chain

et al. 2021

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The triple-a supply chain and strategic resources: developing competitive advantage

Cited by 71 publications

References 147 publications

Examining the synergistic effect of supply chain agility, adaptability and alignment: a complementarity perspective

Examining the synergistic effect of supply chain agility, adaptability and alignment: a complementarity perspective

Ambidextrous supply chain strategy and supply chain flexibility: the contingent effect of ISO 9001

Understanding the Sustainable Competitive Advantages of China’s Private Manufacturing Enterprises: An Empirical Study Based on the Dynamic Capabilities of Supply Chain

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