Our study examines the relationship between information alignment (IA), collaboration (CO) and supply chain agility (SCAG) under the moderating effects of artificial intelligence driven big data analytics capability (AI-BDAC) and intergroup leadership (IGL). We have grounded our theoretical model in the resource based view (RBV) and contingency theory and further tested our research hypotheses using multi-informant data collected using a web-based pre-tested instrument from 613 individuals working in 193 humanitarian organisations drawn from 24 countries located on various continents across the globe. We tested our research hypotheses using variance based structural equation modelling (PLS-SEM). Our study offers interesting results which help to advance the theoretical debates surrounding technology-driven supply chain agility in the context of humanitarian settings. We further provide some directions to managers engaged in disaster relief operations, who are contemplating using emerging technologies to enhance collaboration and supply chain agility. Finally, we have outlined the limitations of our study and offer some future research directions.

PurposeThe purpose of this research is to develop a performance measurement framework that takes into account the key stakeholders of the logistics departments or personnel in humanitarian organisations. It reflects their views and characteristics in adapting the balanced scorecard to this environment. The key stakeholders are identified using the stakeholder salience framework by Mitchell et al. (1997). Design/methodology/approachThis is a conceptual paper that includes an extensive literature review on stakeholders, customers and performance measurement in humanitarian supply chains. FindingsBeneficiaries are the customers that are the reason for the existence of a humanitarian supply chain. Donors are the stakeholder group with the highest salience due to the greatest amount of power. Both groups have their own interests, creating a challenging environment for performance measurement. Standard business tools such as the balanced scorecard have to be adapted accordingly to be useful in this environment. Research limitations/implications (if applicable)This paper is conceptual and the proposed framework will have to be tested empirically. Practical implications (if applicable)The proposed framework can help humanitarian organisations focus their supply chain optimisations on the aspect of performance that are most relevant to their key customer groups. Original/valueThe research brings together the complexities of humanitarian supply chains with the increasing customer focus that can be seen in commercial service supply chains. Based on an assessment of stakeholder salience, the difference in key customer groups is analysed. The resulting framework provides indications for balancing their diverging needs.

PurposeBy drawing on commitment-trust theory, we examine the role of swift trust and distrust in supporting coopetition under conditions of uncertainty and interdependence in the setting of humanitarian disaster relief organisations.Design/methodology/approachThis paper presents findings from case studies of 18 international humanitarian relief organisations based on 48 interviews and the analysis of publicly available documents.FindingsWe find that both swift trust and swift distrust support coopetition. As coopetition is simultaneous cooperation and competition, in this study we show how swift trust and swift distrust also occur simultaneously in coopetitive contexts.Research limitations/implicationsCoopetition as a strategic choice is well-researched in the private sector, yet has received less attention in the nonprofit sector, particularly in contexts that are shaped by interdependence and uncertainty. We show the importance of swift trust and swift distrust in coopetitive relationships by drawing on commitment-trust theory.Practical implicationsIn focusing on a competitive environment in which cooperation is essential, we find limited choice of coopetitive partners. Humanitarian relief organisations must often simply work with whichever other organisations are available. We highlight how trust and distrust are not opposite ends of a spectrum and detail how both contribute to coopetitive relationships.Originality/valueOur findings contribute to commitment-trust theory by explaining the important role of distrust in forging coopetitive relationships. Furthermore, we contribute to prior work on coopetition by focusing on an uncertain and interdependent nonprofit environment.

In this study we argue that recognising humanitarian logistics (HL) as a complex system is a key step in developing supply chain design and management strategies that meet the needs of stakeholders. This study draws on complex adaptive systems theory to examine the characteristics and implications of complexity for HL. Through case-study research of humanitarian responses in Haiti and Pakistan, characteristics of complexity across organisational boundaries are identified. We find that the complexity of the context impacts the outcome of the humanitarian response and conclude that HL must not only react to its environment, it must also create its environment. As HL must work within significantly differing environments to create solutions, the standardised approaches used to manage supply chains are less desirable. While this paper focuses on HL, wider applicability to other complex logistics operations is also discussed, informing the design and management of contextually specific supply chains.

Retailers in remote rural areas face competition from online retailers that can offer superior product availability and variety. This paper explores the issues stores in Scottish small island communities face due to the residents' increased opportunities for 'virtual mobility', and highlights strategies for their economically sustainable operation. Eight semi-structured interviews were conducted with shop owners on seven islands in the council areas of Orkney, Argyll and Bute, and Highland. The research has found that while online retailers are frequently used by the islanders, the small shops on the islands are vital for the communities, particularly for elderly residents. Their close connection with the community enables shop owners to flexibly respond to demand, but elevated transport cost and lack of economies of scale lead to high prices. Shops stay competitive by offering additional services to the community, for example, they frequently incorporate the post office. Local produce is available in many shops, but is not distributed beyond the island community, as none of the retailers sell via the Internet. There is very little evidence of cooperation with other businesses, despite an acknowledged opportunity to create valuable economies of scale to cut transport cost. Any attempt to tackle this issue will have to focus primarily on the creation of trust amongst local businesses.