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Response strategy to environment context factors using a lean and agile approach: Implications for firm performance
Journal article   Peer reviewed

Response strategy to environment context factors using a lean and agile approach: Implications for firm performance

Mahesh Srinivasan, Prashant Srivastava and Karthik N.S. Iyer
European management journal, v 38(6), pp 900-913
Dec 2020

Abstract

Competitive intensity Dynamic capabilities Firm performance Market turbulence Supply chain collaboration Supply uncertainty Technological turbulence
Based on the environment-strategy performance perspective and dynamic capabilities framework, we develop a theoretical model and hypotheses specifying how supply chain collaboration as a response to environment context factors – competitive intensity, supply uncertainty, technological turbulence and market turbulence, using a lean and agile strategy may influence firm performance. We test the model using partial least square structural equation modelling on data collected from a field survey with responses from 152 manufacturing firms representing a variety of industries. Empirical findings generally support the relationship between collaboration and firm performance using a lean and agile strategy. Also, for firms in industries that face environments characterised by high supply uncertainty and competitive intensity with, technological turbulence, the study finds evidence of a direct relationship between these environmental factors and supply chain collaboration. The findings provide an initial strategic response framework for appropriately aligning a lean and agile supply chain strategy through collaboration with environment context factors to achieve firm performance improvements.

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59 citations in Scopus

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UN Sustainable Development Goals (SDGs)

This publication has contributed to the advancement of the following goals:

#9 Industry, Innovation and Infrastructure

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Collaboration types
Domestic collaboration
Web of Science research areas
Business
Management
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