Transformational leadership and supply chain ambidexterity: Mediating role of supply chain organizational learning and moderating role of uncertainty

Ojha, Divesh; Acharya, Chandan; Cooper, Danielle

doi:10.1016/j.ijpe.2018.01.001

Cited by 125 publications

(145 citation statements)

References 106 publications

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“…The previous literature has provided a varying conceptualisation of SC learning, which does not fully capture the full spectrum of the SC framework (Flint, Larsson, and Gammelgaard 2008;Gosling et al 2016;Ojha, Acharya, and Cooper 2018;Spekman, Spear, and Kamauff 2002;Zhang and Lv 2015). We believe that the domain of SC learning is not confined to learning from suppliers and customers or mutual learning in a dyadic relationship (Ojha, Shockley, and Acharya 2016;Wang, Li, and Chang 2016).…”

Section: Sc Learningmentioning

confidence: 98%

“…Integrative inventory management (There is a computer system that enables users to make inventory management decisions by checking inventory kept in multiple locations and taking into consideration the demands from multiple sources.) Ojha, Acharya, and Cooper (2018) Transformational leadership SC organisational learning SC ambidexterity Yang, Jia, and Xu (2018) Intra-organisational factors, inter-organisational factors SC learning SC performance An extended resource-based view Huo, Haq, and Gu (2019) IT application Supplier learning, Internal learning,Customer learning Service performance…”

Section: Fundingmentioning

confidence: 99%

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The impact of information sharing on supply chain learning and flexibility performance

Huo

Haq

2020

International Journal of Production Research

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Despite the importance of supply chain learning for competitiveness, little is known about how to enable such learning. This study empirically investigates the impact of information sharing on different types of supply chain learning (internal, supplier, and customer learning) and their influences on flexibility performance. Grounded in absorptive capacity theory, we use structural equation modelling to test the conceptual model based on data collected from 213 manufacturing firms in China. We find that supplier and customer learning improve internal learning. Further, our findings indicate that information sharing improves all three dimensions of supply chain learning. We also find that internal and customer learning have direct influences on flexibility performance, whereas internal learning mediates the relationship between supplier learning and flexibility performance. Moreover, information sharing moderates the relationship between supplier learning and flexibility performance. Our findings contribute to the literature and offer a new framework to understand the relationship between information sharing, supply chain learning and flexibility performance. The findings also furnish managers to seek competitive advantage through information sharing and supply chain learning.

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Section: Sc Learningmentioning

confidence: 98%

Section: Fundingmentioning

confidence: 99%

The impact of information sharing on supply chain learning and flexibility performance

Huo

Haq

2020

International Journal of Production Research

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“…Knowledge sharing between supply chain members promotes learning resources to be targeted toward the discovery of innovative, value-added capabilities (Defee & Fugate, 2010). Over time, the repetitive sharing of knowledge and integration between supply chain partners leads to the emergence of 'learning-to-learn' capabilities (Ojha et al, 2018;Ojha et al, 2016). This process of continuous learning is facilitated by repetitive horizon scanning activities between supply chain partners (Cousins et al, 2011).…”

Section: Supply Chain Learning Orientation and Dynamic Supply Chain Cmentioning

confidence: 99%

Determining the antecedents of dynamic supply chain capabilities

Aslam

Blome

Roscoe

et al. 2020

SCM

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Purpose The purpose of this paper is to determine the antecedents of dynamic supply chain capabilities (DSCCs). The authors test entrepreneurial orientation (EO) and supply chain learning orientation (SCLO) as two antecedents of DSCCs. Design/methodology/approach The paper uses structural equation modelling to test a hypothetical model. Data are gathered from a survey of 275 operations managers in Pakistan’s turbulent manufacturing industry. Findings The findings suggest that the weaker direct effects of EO, in comparison to the indirect effects, indicate that an SCLO mediates the relationship between EO and DSCCs. Research limitations/implications It is widely accepted that firms do not compete with each other, instead, it is end-to-end supply chains that fight for market dominance. Many scholars use the dynamic capabilities view to understand supply chain level competition. However, the dynamic capabilities view is firm-centric in its examination of how companies transform internal resources to compete in the external environment. The theoretical contribution of this paper is a roadmap of how to build dynamic, supply-chain level and capabilities by determining the key antecedents. This paper explains that DSCCs emerge when buyers and suppliers share strategic orientations. Firms with an EO and the ability to learn with supply chain partners are well-positioned to develop DSCCs. This provides a new angle to theory testing by indicating that dynamic capabilities are enabled by an EO and an ability to learn with supply chain partners. Practical implications Managers are given the building blocks of DSCCs, starting with fostering an entrepreneurially-oriented mindset in the company and then learning with supply chain partners. Entrepreneurially-oriented managers are encouraged to take risks and co-develop innovative ideas with suppliers during the supply chain learning process. Originality/value This study is one of the earliest efforts to determine the strategic orientations that antecede the emergence of DSCCs.

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“…Supply chain leadership (SCL), focuses on firms' behaviours and has been formulated by the scholars based upon the classical leadership theory. As such this paper argues that SCL is concerned with the ability of one (or more) firm(s) to influence the actions, behaviours and performance of supply chain members (as also stated by: Ojha et al, 2018;Akhtar et al, 2017;Lockström et al, 2010;Defee et al, 2009).…”

Section: Introductionmentioning

confidence: 99%

Supply chain leadership: A systematic literature review and a research agenda

Mokhtar

Genovese²,

Brint³

et al. 2019

International Journal of Production Economics

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The main purpose of this study is to improve the understanding and comprehension of the supply chain leadership concept. To this aim, the paper systematically reviews and synthesises the current academic literature in this emerging field, unveiling research gaps and discussing a future research agenda. The review was performed by selecting papers from leading journals in the operations and supply chain management field (using the Scopus and Web of Science academic search engines). Overall, 51 relevant papers were identified through the review process. After providing an overview of classical leadership theories, the paper introduces a definition for the supply chain leadership concept. The theoretical characterisation of such concept is then investigated, through the identification of dominant leadership theories employed to explain and characterise supply chain leadership. Also, the study provides a thematic analysis of supply chain leadership styles and their influence on supply chain practices. Employed research methodologies, along with geographical specificities and supply chain orientations of previous studies, are also scrutinised. To the best of our knowledge, this is the first attempt to provide a holistic systematic literature review in the supply chain leadership domain. Therefore, this contribution is an important first step in order to establish robust theoretical frameworks involving the constructs of supply chain leadership and to provide a foundation for further studies in this field.

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Transformational leadership and supply chain ambidexterity: Mediating role of supply chain organizational learning and moderating role of uncertainty

Cited by 125 publications

References 106 publications

The impact of information sharing on supply chain learning and flexibility performance

The impact of information sharing on supply chain learning and flexibility performance

Determining the antecedents of dynamic supply chain capabilities

Supply chain leadership: A systematic literature review and a research agenda

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