This study examines the effects of supply chain agility and supply chain resilience on performance under the moderating effect of organizational culture. We have used the dynamic capability view to conceptualize our theoretical models for different phases of humanitarian supply chain (pre-disaster and post-disaster phases). These phases do not have clear boundaries, but overlap chronologically, as well as in terms of ongoing activities. We used partial least squares (PLS) to examine our proposed research hypotheses using 335 responses gathered from organizations in India using survey based questionnaires designed for a single respondent. The results from our data suggest that SCAG and SCRES are two important dynamic capabilities of supply chain, have significant effects on pre-disaster performance (PRE-DP). Moreover, the control orientation does not have significant effect on the path joining SCAG and PREDP. However, the control orientation has a significant interaction effect on the path joining SCRES and PRE-DP. Similarly, SCRES has significant effect on post-disaster performance (POST-DP) but SCAG has no significant effect on POST-DP. In contrast to control orientation, the flexible orientation has significant moderation effects on the paths SCAG/SCRES and POST-DP. These findings contribute to our understanding of differential effect of SCAG/SCRES on supply chain performance in different phases under different contexts within the humanitarian setting. The results provide further understanding to practitioners who often struggle to develop appropriate strategies for different phases. Finally, we have noted some limitations of our study and further research opportunities.



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Production Planning and Control







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Plymouth Business School