Abstract
Purpose
The human element, especially its multilevel manifestation, has been overlooked in research investigating the antecedents of firm supply chain agility (FSCA). The purpose of this paper is to explore how a firm’s entrepreneurial orientation and market orientation affect FSCA through individual capabilities and actions within the boundary conditions of individual identification with the firm and organizational work climate.
Design/methodology/approach
Following a multilevel approach and drawing on a cross-disciplinary reading of the literature, the authors analyze drivers and enablers of FSCA and advance a framework explaining the emergence of FSCA within the boundary conditions of transformational leadership, individual identification and organizational work climate.
Findings
The authors advance that relevant individual capabilities and intraorganizational actions underlie FSCA in the firms’ pursuit of realizing their strategic orientations as increased agile capacities. The effectiveness of individual capabilities and actions for the emergence of FSCA is contingent upon the extent to which managers identify themselves with their firm, transformational leadership and the nature of organizational work climate.
Originality/value
The original contribution of the paper is to explain the interplay between the multilayered attitudinal, behavioral and structural enablers of FSCA and incorporate the human element into the research on the antecedents of FSCA.
The human element, especially its multilevel manifestation, has been overlooked in research investigating the antecedents of firm supply chain agility (FSCA). The purpose of this paper is to explore how a firm’s entrepreneurial orientation and market orientation affect FSCA through individual capabilities and actions within the boundary conditions of individual identification with the firm and organizational work climate.
Design/methodology/approach
Following a multilevel approach and drawing on a cross-disciplinary reading of the literature, the authors analyze drivers and enablers of FSCA and advance a framework explaining the emergence of FSCA within the boundary conditions of transformational leadership, individual identification and organizational work climate.
Findings
The authors advance that relevant individual capabilities and intraorganizational actions underlie FSCA in the firms’ pursuit of realizing their strategic orientations as increased agile capacities. The effectiveness of individual capabilities and actions for the emergence of FSCA is contingent upon the extent to which managers identify themselves with their firm, transformational leadership and the nature of organizational work climate.
Originality/value
The original contribution of the paper is to explain the interplay between the multilayered attitudinal, behavioral and structural enablers of FSCA and incorporate the human element into the research on the antecedents of FSCA.
| Original language | English |
|---|---|
| Pages (from-to) | 733-754 |
| Journal | Personnel Review |
| Volume | 49 |
| Issue number | 3 |
| DOIs | |
| Publication status | Published - 12 Nov 2019 |
Bibliographical note
Copyright © 2019, Emerald Publishing LimitedKeywords
- Entrepreneurial orientation, Firm supply chain agility, Identification, Market orientation, Mixed methodologies, Organizational climate, Transformational leadership (TL)