Dynamic capabilities in humanitarian supply chain management: a systematic literature review

Abstract

PurposeThe main purpose of this paper is to examine the extant literature of humanitarian supply chain management (HSCM) which specifically use dynamic capabilities (DCs) view. By this means, the objectives of this study are to identify and assess the DCs used in the HSCM context, the factors positively and negatively affecting the DCs and how the DCs affect humanitarian supply chain (HSC) operations. Furthermore, this research aims to give directions for future research in the field of HSCM.Design/methodology/approachThis study adopts systematic literature review (SLR) approach proposed by Denyer and Tranfield (2009). Based on a SLR, this study synthesizes and compares the evidence, has a specific focus and research questions, has certain inclusion and exclusion criteria and provides evidence-based implications to the researchers and practitioners. This is a method which is replicable, transparent and auditable. The SLR methodology provides scholars and practitioners a basis for comprehending the current situation of relevant topic and taking correct steps in their future actions.FindingsThis SLR deduces that applying DCs view is still in its infancy in the HSCM literature. The result of this SLR reveals that supply chain agility (SCA), supply chain resilience (SCR), reconfiguration/transformation, integration, (short-term) collaboration, sustaining, sensing, seizing and knowledge access DCs have been used in the HSCM literature. In addition, it is determined that only one paper analyzed the influence of DCs on predisaster performance while rest of the papers focused on the postdisaster performance.Originality/valueThe result of the exhaustive literature search indicates that this is the first SLR that specifically analyzes the application of DCs view in the HSCM domain. This investigation determined the DCs used in HSCM and revealed the relations between the dependent and independent variables through the comprehensive model. In this way, this review provides a guidance to researchers in conduct their future investigations and practitioners to carry out supply chain (SC) operations by considering the factors affecting their operations.

Assessing Effectiveness of Humanitarian Activities against COVID-19 Disruption: The Role of Blockchain-Enabled Digital Humanitarian Network (BT-DHN)

“…In the light of blockchain technology, the effectiveness of HSC results in a smooth flow of suppliers, information, and resources to the beneficiaries and can be measured in terms of response time by using the common elements of supply chain philosophy: "delivery of the right goods, at the right time, to the right place, and to the right set of people" [50]. Thus, a blockchain-driven HSC can be simply defined as a traceable system available to all stakeholders of HSC for effective roles and responsibility of the disaster migration and effective humanitarian activities [51][52][53]. The HAs also result in the development of local and regional infrastructure.…”

Ambidextrous humanitarian organizations

“…Humanitarian supply chains have been previously viewed under various theoretical lenses like swift trust (Dubey et al, 2019 ) and dynamic capabilities (Polater, 2021 ). However, these views are strictly studied in the disaster domain, for example the dynamic capability view is predominantly explored in the papers that focused on the post disaster performance (Polater, 2021 ), while the role of swift trust and commitment theory in coordination were explored among organizations involved in disaster management in India (Dubey et al, 2019 ). However, humanitarian organizations like food banks, Salvation Army and blood banks operate in both emergency and non-emergency domains (Fig.…”

A purchasing portfolio model for humanitarian supply chain resilience: perspectives from a development aid context

“…Research on humanitarian supply chain resilience covers various topics according to Behl and Dutta (2019) and Polater (2021). From the perspective of supply chain management, resilience can be built through many models such as agility (Balcik and Beamon, 2008;Dubey et al, 2014;Oloruntoba and Kov acs, 2015), mitigation processes (Scholten et al, 2014), collaboration (Gabler et al, 2017;Papadopoulos et al, 2017) and supply chain design (Stewart et al, 2009).…”