An integrated approach to agility in humanitarian logistics

Abstract

Purpose – The purpose of this paper is to propose first, a comprehensive model of the concept of agility in a humanitarian logistics context, and second, to generate a research agenda to test and operationalise this model. Design/methodology/approach – The paper draws on the dynamic capabilities model originated by Teece and uses a topical literature review of research in various business disciplines in order to reflect on the concept of agility in a humanitarian logistics context, to demonstrate that its current scope needs to be widened, and to propose an alternative approach. Findings – The proposed model extends the existing concept of agility in a humanitarian logistics context by integrating agility drivers, responsive and flexible operations, agility enablers, and strategic level agility capabilities into a single model. Research limitations/implications – Further research should focus on the nature of the risks/uncertainties encountered by humanitarian organisations, the interactions between the strategic and operational levels of such an organisation, and the impact of strategic level agility capabilities on field responsiveness and flexibility. Originality/value – This paper brings new insights into the concept of agility in a humanitarian logistics context and contributes a model that reflects a more comprehensive understanding of this concept. In particular, it demonstrates that agility stems from strategic decisions and managerial practices.

Information Technology, Mutual Trust, Flexibility, Agility, Adaptability: Understanding Their Linkages and Impact on Humanitarian Supply Chain Management Performance

“…The findings of L'Hermitte, Bowles, Tatham, and Brooks () and Oloruntoba and Kovács () are also validated, that is, agility positively influences the performance of HSC. The results of this study validate the results of other researchers (Blome, Schoenherr, & Eckstein, ; Gligor, Holcomb, & Stank, ; Whitten et al, ).…”

Investigating the strategic antecedents of agility in humanitarian logistics

“…Initially, scale items were derived from previous research, in line with the recommendation of Lounsbury, Gibson, and Saudargas (). In particular, the study drew on the comprehensive review of the literature on agility undertaken by L'Hermitte et al (). Since they argue that leaders should develop simultaneously the agility capabilities across organisational levels, this research framed the scales of the four strategic‐level capabilities in such a way as to match the different levels of an organisation (that is, individual, team, central, and supply chain network).…”

“…Agility is represented here as a multidimensional concept that is composed of both strategic and operational components. At the strategic level, the study draws on the work of L'Hermitte et al () who reviewed the literature on agility in a business context and, via this analysis, pinpointed four strategic‐level agility capabilities relevant to the field of humanitarian logistics. However, these dimensions and their impacts have not been tested quantitatively to date.…”

“…While ad hoc problem‐solving is, undoubtedly, valuable to cope with unpredictable events (Jahre, Jensen, and Listou, ), the general humanitarian literature indicates that a structured organisational approach is the key to successful risk management (Kent, ; Metcalfe, Martin, Pantuliano ). Similarly, in the more specialised humanitarian logistics literature, emergent research recognises that a systematic approach is essential to the development of agility (Tatham and Christopher, ; Tomasini and Van Wassenhove, ; Tatham and Christopher, ; L'Hermitte et al, ). To date, though, these studies remain conceptual and the impact of strategic factors on the ability of humanitarian organisations to respond appropriately to operational disruptions has not been measured.…”

Emergency preparedness planning in developed countries: the Swedish case

“…In contrast to supply chains in business, which focus on efficiency and sustainability tasks, the supply chain's mission in emergency preparedness is not clear, seldom successful in transitioning to temporary uses, and under manned (Beamon and Balcik, 2008;Moore and Taylor, 2011;L`Hermite, Bowles, Tatham, and Brooks, 2015). With growing concern -in Australia, Europe and the United States -regarding how developed countries can prepare for breakdowns, civil society actors (Kaldor, 2003) face challenges because of their limited awareness of new potential threats (Beamon, 2004) and their lack of understanding of the causes of critical infrastructure (CI) breakdowns (Brooks, 2003).…”