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PurposeThis research study aims to investigate supplier integration's (SI) impact on supply-side resilience (SSR) while considering the intervening role of supplier sustainability and supplier flexibility (SF).Design/methodology/approachGrounded in the dynamic capabilities view (DCV), the study posits that integration of the focal firm with firm's suppliers leads to sustainability on the supplier's side, which makes the firms more flexible to work with during disruptive circumstances, resulting in resilience on the supply side. The hypotheses are tested on the data of 181 manufacturing firm supply chain managers from a developing country.FindingsThe research findings confirmed the hypothesized model suggesting that SI positively impacts SSR. The results also confirm the existence of sequential mediation of supplier sustainability and SF between the SI–SSR relationship.Practical implicationsThe results of this study show that SI is the primary capability for organizations seeking SSR. Furthermore, the supply-side capabilities, to be effective, are developed in a specific order.Originality/valueThis research advances the body of knowledge by identifying the underlying mechanisms through which SI augments SSR.

The purpose of this paper is to identify the drivers of Green Supply Chain Management (GSCM) practices among the manufacturing firms of a developing country, and to examine the impact of GSCM practices on firms' economic and environmental performance. A structural equation model is developed to study the hypothesized relationships between three drivers and GSCM practices. Furthermore, the relationship between GSCM practices and firm's economic and environmental performance is also investigated. A sample of manufacturing firms is taken from the companies listed in the local stock exchange. Cross-sectional data of 80 responses from these manufacturing firms is collected. The developed model is tested through Partial Least Square Structural Equation Modeling (PLS-SEM) technique. Results show that customer's pressure and firm's internal drive (enviropreneurship) positively impacts the adoption of GSCM practices whereas the relationship between governmental legislation GSCM practices adoption is not significant. GSCM practices positively impact the supply chain buying firm's economic and environmental performance.

PurposeThis paper positions market sensing, supply chain agility and supply chain adaptability as a coherent cluster of dynamic supply chain capabilities. The purpose of this paper is to understand how dynamic supply chain capabilities interrelate and their effect on supply chain ambidexterity.Design/methodology/approachBased on a survey of Pakistani manufacturing firms, a theoretically-derived model was tested in a structural equation model.FindingsThe results of the study show that a market-sensing capability is an antecedent of supply chain agility and supply chain adaptability. Furthermore, supply chain agility, directly, and supply chain adaptability, indirectly, affect supply chain ambidexterity. Supply chain agility, therefore, mediates the relationship between supply chain adaptability and supply chain ambidexterity.Originality/valueThe contribution of this study lies in: first, identifying dynamic capability clusters relevant for achieving supply chain ambidexterity; second, evaluating performance implications of dynamic capabilities in the supply chain, specifically supply chain agility and adaptability; and third, proposing a unique measurement of supply chain ambidexterity in the light supply chain theory, and empirically evaluating the relationship between dynamic capabilities and supply chain ambidexterity.

PurposeThis paper investigates the role of psychological contract violation (PCV) as the antecedent of employee turnover intention. It also explores the role of job dissatisfaction and work disengagement as the sequential underlying mechanism of a positive effect of PCV on employee turnover intention.Design/methodology/approachDrawing on social exchange theory (SET), the authors postulate that PCV triggers negative reciprocity behaviour in employees, which leads to job dissatisfaction and work disengagement, which in turn develop into turnover intentions. The authors tested the research model on time-lagged data from 200 managers working in the banking sector of Pakistan.FindingsThe findings confirmed the hypothesis that employees experiencing PCV raise their turnover intentions because of a feeling of organisational betrayal which makes them dissatisfied and detached from their work.Originality/valueThis research advances the body of knowledge in the area of psychological contracts by identifying the mechanisms through which PCVs translate into employee turnover intentions.