Dynamic Resource-Capability View, Agility, and Resilience in Supply Chain: An Organizational Strategy Perspective

Abstract

Background: Research on what promotes agility and resilience in the supply chain from an organizational strategy perspective is limited. This paper profiles the factors that can enable supply chain agility and resilience, with a special emphasis on organizational strategy. Method: Using an exploratory approach, the study first identifies the enablers of supply chain agility and resilience and then applies Fuzzy Total Interpretive Structural Modeling (Fuzzy TISM) to rank them. Data were collected from experts using a literature-derived knowledge base. Results: The findings reveal key resource and knowledge-based enablers (Integration, both internal and external; Knowledge Management; Culture for Flexibility, Risk Management, Innovation, Organizational Ambidexterity, Absorptive Capacity, and Collaborative Communication) that strengthen resilience and agility, offering insights into mitigating disruptions caused by macro- and micro-level factors and global interdependencies. Conclusions: The study contributes by exploring the enablers of supply chain agility and resilience through an organizational strategy lens. By applying a rent-yielding mechanism grounded in resource and dynamic capability theories, the study advances theoretical maturity in this domain from an emerging-country context.