Big data and predictive analytics in humanitarian supply chains

Abstract

Purpose Purpose -The primary objective of this research is to understand how big data and predictive analytics (BDPA), as an organizational capability, can improve both visibility and coordination in humanitarian supply chains.Design/methodology/approach Design/methodology/approach -We conceptualize a research model grounded in contingent resourcebased view (CRBV), where we propose that BDPA capabilities affect visibility and coordination under the moderating effect of swift trust. Using Ordinary Least Squares Regression, we test the hypotheses using survey data collected from informants at 205 International Non-Government Organizations (NGOs).Findings Findings -Results indicate that BDPA has a significant influence on visibility and coordination. Further, results suggest that swift trust does not have an amplifying effect on the relationships between BDPA and visibility and coordination. However, the mediation test suggests that swift trust act as a mediating construct. Hence, we argue that swift-trust is not the condition for improving coordination among the actors in humanitarian supply chains. Research limitations/implicationsResearch limitations/implications -The major limitation of the study is that we have used cross-sectional survey data to test our research hypotheses. Following Guide and Ketokivi (2015), we present arguments on how to address the limitations of cross-sectional data or use of longitudinal data that can address common method bias (CMB) or endogeneity related problems. Practical implicationsPractical implications -Managers can use our framework, first, to understand how organizational resources can be used for creating BDPA and second, how BDPA can help to build swift trust and be used to improve visibility and coordination in the humanitarian supply chain.

Coopetition in temporary contexts: examining swift trust and swift distrust in humanitarian operations

“…Our study offers a new perspective in how such relationships may be formed. Whilst the utility of swift trust in humanitarian relief organisations is widely acknowledged (Tatham and Kovács, 2010, Dubey et al, 2018, Lu et al, 2018, Dubey et al, 2019a, Dubey et al, 2019b, how swift distrust may help in forming workable relationships with organisations that are distrusted has not been examined in any detail in studies on humanitarian operations. We illustrate how the presence of swift trust and swift distrust enables a better utilisation of scarce resources to achieve overarching humanitarian aims.…”

Agility in humanitarian supply chain: an organizational information processing perspective and relational view

“…We consider supply chain visibility as an important organization capability in reducing risk (Brandon-Jones et al 2014 ) and enhancing swift - trust (Dubey et al 2018 ), yet, surprisingly, empirical evidence of its effects is largely missing from the literature. Visibility is an important antecedent to cooperation and agility in the supply chain (Lee et al 1997 ; Wang and Wei 2007 ; Brusset 2016 ).…”

“…It is often understood that humanitarian organizations with high visibility and effective information-sharing capabilities are well positioned to collaborate in highly uncertain and complex environments Prasad et al 2018 ; Oloruntoba et al 2019 ; Fosso Wamba et al 2019 ). We can further argue that those humanitarian organizations that invest in developing information sharing capabilities are also most likely to invest in supply chain visibility capability, because visibility further improves swift-trust (Dubey et al 2018 , 2019b ). A lack of swift-trust is often considered as a major source of conflict amongst the humanitarian actors engaged in disaster relief efforts (Tatham and Kovács 2010 ; McLaren and Loosemore 2019 ; Dubey et al 2019a ).…”

Horizontal Coordination of I-LNGOs in the Humanitarian Supply Chain: An Evolutionary Game Approach

“…Sustainable social development cannot be separated from a stable environment. To cut losses and accelerate the process of social recovery, there is a greater focus on the sustainability of the humanitarian supply chain, which consists of donors, host governments, international and local nongovernment organizations (INGOs and LNGOs), and the military and private sectors engaged in disaster relief activities [3][4][5]. Considering the aim of helping populations regain their life status and contribute to social, economic, and ecological development, the UN (2015) proposed that the concept of sustainable development be incorporated into the work of disaster relief [6].…”