Sustainable sourcing and agility performance: The moderating effects of organizational ambidexterity and supply chain disruption

Li, Lingjia; Shan, Shuo; Shou, Yongyi; Kang, Mingu; Park, Young Won

doi:10.1177/03128962211071128

Cited by 12 publications

(6 citation statements)

References 95 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…, 2021). Thus, supply chains should be maintained and modernised, taking new dimensions to ensure their sustainability in a changing environment by redesigning structures and re-planning long-term driven performance (Ivanov, 2020; Li et al. , 2022).…”

Section: Findings and Discussionmentioning

confidence: 99%

“…However, the sustainability of supply chains in the face of disruption depends on being agile, lean and resilient (Sarkis et al, 2020;Sharma et al, 2021). Thus, supply chains should be maintained and modernised, taking new dimensions to ensure their sustainability in a changing environment by redesigning structures and re-planning long-term driven performance (Ivanov, 2020;Li et al, 2022).…”

Section: Achieving Supply Chain Sustainabilitymentioning

confidence: 99%

See 1 more Smart Citation

Analysing resilience and leagility in post-pandemic sustainable supply chain management: a systematic literature review

Gupta,

Gunawan,

Kamineni

2024

BEPAM

View full text Add to dashboard Cite

PurposeThis study aims to comprehend the role of leagility and resilience in developing sustainable global supply chains, mitigating short-term disruptions and long-term economic impacts from various disasters, in the context of Australian civil infrastructure projects.Design/methodology/approachThe study employs systematic review approach to establish that addressing project success dimensions (i.e. leagility, resilience and sustainability) requires an integrated and extended supply chain approach, encompassing traditional supply chain strategic model elements (i.e. cost/capital, quality and service goals) and supply chain eco-system (i.e. organisations, societies, economies and nature).FindingsThe study underscores the need to enhance supply chain leagility and resilience to achieve sustainability. This can be achieved by developing skills needed to plan across project phases and time frames, aligning with short and long-term organisational goals, assuming smart risks in the face of uncertainty.Research limitations/implicationsThis study extends the traditional supply chain strategic model by introducing new priorities to minimise the consequences of disruptions and to effectively respond to them. The integration of leanness, agility and resilience ensures a sustainable supply chain even in the times of uncertainty, disruption and volatility.Originality/valueThis research provides an opportunity for practitioners and policymakers to rethink and redesign the conventional supply chain model of cost, capital, quality and service objectives. It introduces pioneering concepts by acknowledging and incorporating emerging priorities, especially in Australian civil infrastructure projects. The study integrates leagility and resilience into the existing strategic framework, adding crucial dimensions for sustainable supply chains in infrastructure companies.

show abstract

Section: Findings and Discussionmentioning

confidence: 99%

Section: Achieving Supply Chain Sustainabilitymentioning

confidence: 99%

Analysing resilience and leagility in post-pandemic sustainable supply chain management: a systematic literature review

Gupta,

Gunawan,

Kamineni

2024

BEPAM

View full text Add to dashboard Cite

show abstract

“…Ref. [74] examined the relationship between visibility, exploration capability, and organizational performance in the context of SMEs in Sweden. The study found that both visibility and exploration capability positively influenced organizational performance, and that exploration capability partially mediated the relationship between visibility and performance.…”

Section: Relationship Between Visibility (Vs) Exploitation Capability...mentioning

confidence: 99%

The Impact of Proactive Resilience Strategies on Organizational Performance: Role of Ambidextrous and Dynamic Capabilities of SMEs in Manufacturing Sector

Pertheban,

Thurasamy,

Marimuthu

et al. 2023

Sustainability

View full text Add to dashboard Cite

The challenges of the global business environment foster small medium-sized enterprises (SMEs) to continuously improve their performance in the level of vulnerability to possible impacts and interruptions in their operations that may affect their sustainability. Resilience strategies and ambidextrous capabilities have become important determinants of organizational performance, which has developed as an emerging area of interest in supply chain management in recent years. SMEs are one of the major contributing sectors to the Malaysian economy. Therefore, SMEs have been forced to survive in the current market situation to ensure higher economic growth and competitiveness. The resilience strategies and ambidexterity capabilities are important determinants of SMEs’ performance. As such, this study aims to examine the relationship between proactive resilience strategies, ambidextrous capabilities, and the performance of SMEs in the manufacturing sector, drawing on the dynamic capabilities perspective. A quantitative research design is adopted, a structured survey questionnaire is used, and data are collected from 351 SMEs in the manufacturing sector. Partial least squares structural equation modeling (PLS-SEM), Smart PLS 3.0 is used to test both direct and mediating results. The findings of this study suggested that proactive resilience strategies may have a significant influence on organizational performance of SMEs. Ambidextrous capabilities also act as a strong mediator between proactive resilience strategies and organizational performance. These findings contribute to the dynamic capabilities literature by highlighting the importance of proactive resilience strategies and ambidextrous capabilities in enhancing the positive impact on organizational performance in SMEs. This study provides a plausible explanation of two important management mechanisms for enhancing organizational performance sustainability. The relationships between proactive resilience strategies, ambidextrous capabilities, and organizational performance are malleable. This study also suggests that fostering formal and informal relationships might hold the key to the sustainable performance of SMEs in the long term. This study’s practical contributions are improving the knowledge and performance of supply chain systems for SMEs in the manufacturing sector and enhancing their competitive power in domestic and international markets.

show abstract

“…There is a consensus in the literature that SSCM has become a competitive tool for firms to achieve continuous performance surpassing (Feng et al, 2020; Seuring and Müller, 2008; Yawar and Seuring, 2017; Zhu and Sarkis, 2004). SSCM, defined as the cooperating management of material, information, and capital flows among the supply chain members to achieve overall improvement in three dimensions of economic, environmental, and social practice (Seuring and Müller, 2008), can be implemented from the supplier management and customer cooperation (Feng et al, 2017; Li et al, 2022; Zhu et al, 2013). The former is triggered by the needs of avoiding related risks from regulation (Tong et al, 2018), supply chain disruption (Klassen and Vereecke, 2012), customer requirement (Choi et al, 2019; Zhu et al, 2017), and so on, to mitigate risks from supply chain on social and environmental dimensions.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

State ownership, sustainable supply chain management, and firm performance: A natural experiment of the US–China trade conflict

Ying-jun

Jiang

2022

Australian Journal of Management

View full text Add to dashboard Cite

Under the increased global uncertainty, this study extends prior research on sustainable supply chain management (SSCM) and firm performance by investigating the divergent performance outcomes between state-owned enterprises (SOEs) and non-SOEs, before and after the US–China trade conflict. Based on a sample of 7647 firm-year observations of Chinese listed firms, we found that SOEs experienced less severe performance impact from the trade conflict. Moreover, SOEs with more SSCM practices, including supplier management and customer cooperation, could harvest more performance improvement after the trade conflict, while non-SOEs receive performance reduction by doing so. Theoretical and practical implications are provided. JEL classification: C12, D21, F51, L33

show abstract

Sustainable sourcing and agility performance: The moderating effects of organizational ambidexterity and supply chain disruption

Cited by 12 publications

References 95 publications

Analysing resilience and leagility in post-pandemic sustainable supply chain management: a systematic literature review

Analysing resilience and leagility in post-pandemic sustainable supply chain management: a systematic literature review

The Impact of Proactive Resilience Strategies on Organizational Performance: Role of Ambidextrous and Dynamic Capabilities of SMEs in Manufacturing Sector

State ownership, sustainable supply chain management, and firm performance: A natural experiment of the US–China trade conflict

Contact Info

Product

Resources

About