Reconciling integration and reconfiguration management approaches in the supply chain

Supply chain integration (SCI) and reconfiguration (SCR) are two primary approaches in recent supply chain management. However, their conflicting mechanisms and axioms have engendered two branches of research. This study, based on the concept of ambidexterity, argues that pursuing SCI and SCR simultaneously as the ambidextrous management of supply chain (AMSC) is key to manufacturers to gain superior performance. Based on the dynamic capabilities view (DCV), this paper identities data analysis capability and organizational mindfulness as important drivers of the AMSC. Based on 333 samples of Taiwanese manufacturing firms, our findings demonstrate that the AMSC has a positive effect on the manufacturer performance. Data analysis capability and organizational mindfulness can support a manufacturing firm to sense environment and to facilitate the AMSC. Although research on SCI and SCR has advanced over the past years, less studies reconcile such two contradicting approaches. By considering SCI and SCR depth in terms of their mechanisms and axioms, this study clarifies the relationship between SCI and SCR and shows their effects on the manufacturer performance. Furthermore, this study extends the DCV by showing that data analysis capability and organizational mindfulness are key to foster dynamic capabilities.

Automated summary

This study examines the impact of supply chain integration and reconfiguration on manufacturer performance, and finds that data analysis capability and organizational mindfulness are crucial drivers of dynamic capabilities, supporting the ambidextrous management of supply chain.