Examining desorptive capacity in supply chains: the role of organizational ambidexterity

Abstract

Purpose The purpose of this paper is to explain how a buying organization’s desorptive capacity relative to its supply network enhances the organization’s supply chain competence. The research also analyzes the contingent role of the balanced and combined dimensions of ambidexterity in this relationship. Design/methodology/approach Empirical results are obtained through analysis of survey data from a sample of 270 European firms. Hierarchical regression analysis is used to test the hypotheses. Findings The results confirm, first, the positive and significant relationship between the buying organization’s desorptive capacity and supply chain competence; and, second, the key moderating role of organizational ambidexterity, especially in its combined dimension, in this relationship. Practical implications The study suggests that desorptive capacity is key to the organization’s contribution to supply chain competitiveness. The authors also provide practitioners with better understanding of the extent to which they should attempt to balance exploration and exploitation or/and to maximize both simultaneously when seeking greater benefit from desorptive capacity. Originality/value This study extends desorptive capacity research to supply chain management. It responds to calls in the desorptive capacity literature for deeper understanding of the benefits of desorptive capacity and of the role organizational ambidexterity plays in the success of desorptive capacity. By analyzing the independent effects of the combined and balanced dimensions of ambidexterity, the authors advance conceptual and operational understanding of the role of ambidexterity needed in the literature.

Antecedents of a firm’s supply chain agility: the roles of a transactive memory system and supply network flexibility

“…based on the cognitive perspective, key informant’s role and target concept. In addition, it should be noted that much recent research has used a single-respondent approach without affecting methodological rigor (Gligor et al , 2015; Dubey et al , 2018; Rojo et al , 2018; Roldán Bravo et al , 2018). Nonetheless, it remains important to consider whether common method bias is a concern.…”

Public procurement as an attractive customer: a supplier perspective

“…The implications of this study may be particularly applicable to procurement that targets supplier innovativeness and purchasing innovations rather than conventional services and products. A public organization can evaluate its own purchasing policies on how interactive strategic relationships can be built via public competitive tendering, which can support explorative supply chain strategies (Rold an Bravo et al, 2018). Dialog with explorative and exploitative suppliers is necessary to improve public organizations' own ambidexterity, which means raised value for citizens (Palm and Lilja, 2017).…”

Teach well, learn better - Customer involvement and new product performance in B2B markets: The role of desorptive and absorptive capacity

“…DC as another key from of dynamic capability reflects the developer's outward knowledge transfer activities (Meinlschmidt et al, 2016;Roldán-Bravo et al, 2020;Szász et al, 2019). This inverse mode of AC enables the developer firm to identify internal knowledge and transfer it effectively to the customer (Braojos et al, 2020;Masucci, Brusoni, & Cennamo, 2020;Roldán-Bravo et al, 2018). We argue that the outward knowledge transfer enables the developer to effectively manage knowledge/information uncertainties.…”

“…DC reflects the developer firm's ability to recognise and target opportunities to exploit internal information and knowledge and to efficiently transfer them to their business partners (here customer) (Lichtenthaler & Lichtenthaler, 2009;Roldán-Bravo, Ruiz-Moreno, & Llorens-Montes, 2018). Appropriate levels of DC can therefore enable the developer firm to act in a teaching capacity and transfer relevant internal information to the customer regarding the NPD project and the developer's internal operation.…”