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Sustainable sourcing is an important sustainability practice yet its impact on the firm’s agility performance remains unexamined. Combining the extended resource-based view and contingency theory, this study hypothesizes that sustainable sourcing improves agility performance and this effect is enhanced by organizational ambidexterity and supply chain disruption. Using a sample of 790 manufacturing firms, the regression results show the positive performance effect of sustainable sourcing and the moderating roles of both combined ambidextrous orientation and supply chain disruption. This study makes contributions to the relevant literature on sustainable supply chain management, organizational ambidexterity and agility, and offers insightful managerial implications. JEL Classification: M10, M14

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