Highlights Industry 4.0 is transmuting the organizational structures of businesses. Organization's ambidexterity can be critical for capability for Industry4.0. Intellectual capital and technology's absorptive capacity improve organizational ambidexterity. All dimensions of IC improve exploration and exploitation capabilities of an organization. The study integrates the TAC with the IC-ambidexterity relationship.

PurposeThe main objective of this study is to test whether firms with a higher level of intellectual capital (IC) perform better in terms of their supply chain resilience compared to those with lower levels of IC. Likewise, the study also examines the impact of IC (characterized by human capital, relational capital and structural capital) on supply chain resilience directly and through supply chain learning.Design/methodology/approachData were collected from the 159 processed-food sector firms using a close-ended questionnaire during the corona virus 2019 (COVID-19) pandemic. Partial least squares structural equation modelling (PLS-SEM), partial least squares multigroup analysis (PLS-MGA) and one-way analysis of variance (ANOVA) were used to test a set of hypotheses emanating from a conceptual model of IC and supply chain resilience.FindingsEmpirical results revealed a significant influence of all dimension of IC on a firm's supply chain learning and supply chain resilience. Likewise, findings also exhibit a momentous role of supply chain learning in reinforcing the impact of IC on supply chain resilience. Cross-firm size comparison reveals that supply chain resilience of firms with a higher level of IC performed significantly better than those with lower levels of IC. Firms with a higher level of structural capital had a highly resilient supply chain.Practical implicationsFindings of the study imply that IC and supply chain learning should be considered as a strategic tool and should be strategically developed for uplifting a supply chain performance of a firm. The development of IC and supply chain learning (SCL) not only improves the supply chain resilience of a firm but also can help to integrate the internal and external knowledge for harnessing supply chain resilience.Originality/valueThis research study was conducted during the COVID-19 pandemic which provides a unique setting to examine resiliency and learning.

In today's uncertain and ambiguous business reality, both business enterprises and other societal human organizations strive for competitive advantage. To attain it, they develop the capability to pursue innovation, while exploiting other existing capabilities pertinent to their organizational 'ambidexterity'. This article investigates the role that organizational ambidexterity plays in the relation between intellectual capital (IC) and competitive advantage (CA). Tested is a set of research hypotheses, using sample data gleaned from 233 textile firms in Pakistan. Partial least squares structural equation modeling (PLS-SEM) unconceals a significant mediately effect that organizational ambidexterity interposes between intellectual capital and competitive advantage, i.e., IC helps firms become ambidextrous in attaining competitiveness. Noted too are the significant effects of all three IC components on competitive advantage, whereby the highest effect is attributed to human-development capital (HDC), followed by structural capital (SC) and relational capital (RC). These results contribute to much-needed comprehensive-strategy designs that, based on both intellectual capital and ambidexterity, yield a sustainable competitive advantage. Despite the study's limitations and small sample size, the article offers both future-research directions and policymaking recommendations.

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The current study was undertaken to ascertain the mediating role of meaningfulness linking servant leadership (SL) to employees’ job crafting behavior (JCB). The study also endeavors to find the association between meaningfulness and JCB. This study collected data from 689 service sector employees through survey design. Data were processed and analyzed through PLS-SMART and SPSS mainly. The findings manifested a relation between meaningfulness and employees' job crafting behavior.Similarly, SL significantly impacted both meaningfulness and employees’ job crafting behavior. The results also unraveled the mediating role of meaningfulness between SL and JCB of the employees. The research has ascertained the previously unexplored mediating role of meaningfulness between SL and JCB. It is also the first study that attempted to explore meaningfulness as a stimulus to job crafting behavior.