Exploring the relationships of the culture of competitiveness and knowledge development to sustainable supply chain management and organizational performance

Abstract

Purpose The purpose of this paper is to draw upon the resource-based view of the firm to explore how a firm’s resources (assets and capabilities) such as culture of competitiveness (CC) and knowledge development (KD) relate to sustainable supply chain management (SSCM) and organizational performance (OP). Design/methodology/approach Data were collected from 242 supply chain and logistics managers in Pakistan and a structured equation modeling approach was used. Findings The results of the study provide support for the proposed hypotheses and indicate that CC and KD are positively related to SSCM and OP. This points out that the organizations in Pakistan are likely to emphasize CC and KD to achieve OP. However, the positive but weak association of CC and KD with SSCM highlights that the organizations in Pakistan show less concern for SSCM. Originality/value The literature did not reveal any study which examined the relationships of the CC and KD to SSCM and OP in developing countries. The present study aims to address this gap in the literature.

Role of technological dimensions of green supply chain management practices on firm performance

“…It would also be appealing to see how the moderating effect of resources and capabilities on the GSCM process impacts firm performance. Fantazy and Tipu (2019) indicated that a culture of competitiveness and knowledge development has a positive relationship with green supply chain management and overall company performance. Our study did not consider any of these resources and capabilities to estimate the final outcome; thus, they can be considered in future research studies.…”

The Influence of the Antecedents of SCQRM Implementation on Organizational Performance with the Moderating Role of Organizational Culture in the Indonesian Navy

“…A culture of competitiveness is an intangible asset that facilitates competition through learning, creating, and taking action aimed at customer satisfaction and organizational performance. Fantazy and Ahmad, (2019) found empirical evidence that the contingent effect of a culture of competitiveness strengthens the relationship between SCM implementation and organizational performance. These findings provide empirical support for previous research (Brouwers, 2010;Pagell and Wu, 2009;Loikanen and Hyytinen, 2011;Cheng et al, 2008;Walker and Jones, 2012) that culture of competitiveness moderates a…”

Exploring the role of ambidexterity and coopetition in designing resilient fashion supply chains: a multi-evidence-based approach

“…For example, enhanced flexibility (Adler et al, 2009), supply chain flexibility (Rojo et al, 2016) positive financial returns and increased organisational survival rate under risks and uncertainties (Gibson and Birkinshaw, 2004). Accordingly, firms can sustain their competitive advantages through attaining the optimal level of supply chain flexibility by redesigning their existing practices and absorbing latest competences from internal and external environment simultaneously (O'Reilly and Tushman, 2013;Fantazy and Tipu, 2019). Ambidextrous organisations get benefits of creating and developing supplier relationships and sharing risk and rewards (Tokman et al, 2007;Azadegan and Dooley, 2010;Hern andez-Espallardo et al, 2011).…”

“…The RBV stresses on the identifications of potential resources and choosing the right ones (Helfat and Peteraf, 2003). Organisations tend to pursue a variety of strategies in order to reach out new markets through expanding their resources, consequently achieving tenable core competencies (Fantazy and Tipu, 2019). Nevertheless, the lack of resource may cause conflicts and trade-offs between exploration and exploitation within firms when trying to develop both activities simultaneously (March, 1991).…”