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

Abstract

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.

Unraveling the black box of supply chain flexibility in lean production environments

“…One widely used taxonomy (Swafford et al , 2006; Moon et al , 2012; Rojo et al , 2016, 2018, 2020) distinguishes the following dimensions as the main components of SCF: sourcing flexibility; operating system flexibility; distribution flexibility; information system (IS) flexibility. Although the prior literature recognizes that SCF is a multidimensional concept (Stevenson and Spring, 2007 for a broad review of the topic), most of the empirical studies analyzed in a literature review by Liu et al (2019) consider SCF as a single unit and ignore the fact that the antecedents and consequences of each of the SCF components are different (Tachizawa and Gimenez, 2009; Rojo-Gallego-Burin et al , 2020) and that managers make separate decisions on SCF for each of the specific parties involved (suppliers, distributors, IS, etc.) (Choi and Krause, 2006; Gligor et al , 2020; Um and Han, 2021).…”

Supply chain 4.0 ambidexterity and lean supply chain management: interrelationships and effect on the focal firm’s operational performance

“…Lastly, this work’s fifth contribution to theory is that it is one of a small number (Rojo et al , 2020a, 2020b) that apply ROT beyond firm boundaries, from the supply chain perspective, which is a contribution to the development of this line of research. It also adds to another stream of research that uses the RRBV to advance knowledge on SCM.…”

Enhancing supply chain competences through supply chain digital embeddedness: an institutional view

“…As above, we propose that SCDE could help firms to obtain a competitive advantage through development of SC competences. The most current approach of strategic thinking used to explain how firms develop a sustained competitive advantage is resource orchestration (Rojo-Gallego-Burin et al , 2020). According to this view, no single asset or capability alone is sufficient to enable development of a competitive advantage.…”