Sustainable sourcing and agility performance : the moderating effects of organizational ambidexterity and supply chain disruption
Gespeichert in:
| Autor*in: |
Li, Lingjia [verfasserIn] Shan, Shuo [verfasserIn] Shou, Yongyi [verfasserIn] Kang, Mingu [verfasserIn] Park, Young Won [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2023 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Australian journal of management - London : Sage, 1976, 48(2023), 2 vom: Mai, Seite 262-283 |
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| Übergeordnetes Werk: |
volume:48 ; year:2023 ; number:2 ; month:05 ; pages:262-283 |
| Links: |
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| DOI / URN: |
10.1177/03128962211071128 |
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| Katalog-ID: |
1844952509 |
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| 982 | |2 26 |1 00 |x DE-206 |b Sustainable sourcing is an important sustainability practice yet its impact on the firm's agility performance remains unexamined. Combining the extended resource-based view and contingency theory, this study hypothesizes that sustainable sourcing improves agility performance and this effect is enhanced by organizational ambidexterity and supply chain disruption. Using a sample of 790 manufacturing firms, the regression results show the positive performance effect of sustainable sourcing and the moderating roles of both combined ambidextrous orientation and supply chain disruption. This study makes contributions to the relevant literature on sustainable supply chain management, organizational ambidexterity and agility, and offers insightful managerial implications. | ||
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10.1177/03128962211071128 doi (DE-627)1844952509 (DE-599)KXP1844952509 DE-627 ger DE-627 rda eng Li, Lingjia verfasserin (DE-588)1215367066 (DE-627)172662305X aut Sustainable sourcing and agility performance the moderating effects of organizational ambidexterity and supply chain disruption Lingjia Li, Shuo Shan, Yongyi Shou, Mingu Kang, and Young Won Park 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Agility (dpeaa)DE-206 extended resource-based view (dpeaa)DE-206 organizational ambidexterity (dpeaa)DE-206 supply chain disruption (dpeaa)DE-206 sustainable sourcing (dpeaa)DE-206 Shan, Shuo verfasserin (DE-588)1288904177 (DE-627)1844955052 aut Shou, Yongyi verfasserin (DE-588)1046042084 (DE-627)775253030 (DE-576)399342273 aut Kang, Mingu verfasserin (DE-588)140221654 (DE-627)616481195 (DE-576)315208392 aut Park, Young Won verfasserin (DE-588)139046496 (DE-627)607652322 (DE-576)310013240 aut Enthalten in Australian journal of management London : Sage, 1976 48(2023), 2 vom: Mai, Seite 262-283 Online-Ressource (DE-627)320497518 (DE-600)2011797-8 (DE-576)273895362 1327-2020 nnns volume:48 year:2023 number:2 month:05 pages:262-283 https://journals.sagepub.com/doi/pdf/10.1177/03128962211071128 Verlag lizenzpflichtig https://doi.org/10.1177/03128962211071128 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_161 GBV_ILN_165 GBV_ILN_171 GBV_ILN_187 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2036 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2093 GBV_ILN_2098 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2125 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2145 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2190 GBV_ILN_2193 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2705 GBV_ILN_2889 GBV_ILN_2890 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 AR 48 2023 2 5 262-283 26 01 0206 4320238176 x1z 10-05-23 26 00 DE-206 Sustainable sourcing is an important sustainability practice yet its impact on the firm's agility performance remains unexamined. Combining the extended resource-based view and contingency theory, this study hypothesizes that sustainable sourcing improves agility performance and this effect is enhanced by organizational ambidexterity and supply chain disruption. Using a sample of 790 manufacturing firms, the regression results show the positive performance effect of sustainable sourcing and the moderating roles of both combined ambidextrous orientation and supply chain disruption. This study makes contributions to the relevant literature on sustainable supply chain management, organizational ambidexterity and agility, and offers insightful managerial implications. |
| spelling |
10.1177/03128962211071128 doi (DE-627)1844952509 (DE-599)KXP1844952509 DE-627 ger DE-627 rda eng Li, Lingjia verfasserin (DE-588)1215367066 (DE-627)172662305X aut Sustainable sourcing and agility performance the moderating effects of organizational ambidexterity and supply chain disruption Lingjia Li, Shuo Shan, Yongyi Shou, Mingu Kang, and Young Won Park 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Agility (dpeaa)DE-206 extended resource-based view (dpeaa)DE-206 organizational ambidexterity (dpeaa)DE-206 supply chain disruption (dpeaa)DE-206 sustainable sourcing (dpeaa)DE-206 Shan, Shuo verfasserin (DE-588)1288904177 (DE-627)1844955052 aut Shou, Yongyi verfasserin (DE-588)1046042084 (DE-627)775253030 (DE-576)399342273 aut Kang, Mingu verfasserin (DE-588)140221654 (DE-627)616481195 (DE-576)315208392 aut Park, Young Won verfasserin (DE-588)139046496 (DE-627)607652322 (DE-576)310013240 aut Enthalten in Australian journal of management London : Sage, 1976 48(2023), 2 vom: Mai, Seite 262-283 Online-Ressource (DE-627)320497518 (DE-600)2011797-8 (DE-576)273895362 1327-2020 nnns volume:48 year:2023 number:2 month:05 pages:262-283 https://journals.sagepub.com/doi/pdf/10.1177/03128962211071128 Verlag lizenzpflichtig https://doi.org/10.1177/03128962211071128 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_161 GBV_ILN_165 GBV_ILN_171 GBV_ILN_187 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2036 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2093 GBV_ILN_2098 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2125 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2145 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2190 GBV_ILN_2193 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2705 GBV_ILN_2889 GBV_ILN_2890 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 AR 48 2023 2 5 262-283 26 01 0206 4320238176 x1z 10-05-23 26 00 DE-206 Sustainable sourcing is an important sustainability practice yet its impact on the firm's agility performance remains unexamined. Combining the extended resource-based view and contingency theory, this study hypothesizes that sustainable sourcing improves agility performance and this effect is enhanced by organizational ambidexterity and supply chain disruption. Using a sample of 790 manufacturing firms, the regression results show the positive performance effect of sustainable sourcing and the moderating roles of both combined ambidextrous orientation and supply chain disruption. This study makes contributions to the relevant literature on sustainable supply chain management, organizational ambidexterity and agility, and offers insightful managerial implications. |
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10.1177/03128962211071128 doi (DE-627)1844952509 (DE-599)KXP1844952509 DE-627 ger DE-627 rda eng Li, Lingjia verfasserin (DE-588)1215367066 (DE-627)172662305X aut Sustainable sourcing and agility performance the moderating effects of organizational ambidexterity and supply chain disruption Lingjia Li, Shuo Shan, Yongyi Shou, Mingu Kang, and Young Won Park 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Agility (dpeaa)DE-206 extended resource-based view (dpeaa)DE-206 organizational ambidexterity (dpeaa)DE-206 supply chain disruption (dpeaa)DE-206 sustainable sourcing (dpeaa)DE-206 Shan, Shuo verfasserin (DE-588)1288904177 (DE-627)1844955052 aut Shou, Yongyi verfasserin (DE-588)1046042084 (DE-627)775253030 (DE-576)399342273 aut Kang, Mingu verfasserin (DE-588)140221654 (DE-627)616481195 (DE-576)315208392 aut Park, Young Won verfasserin (DE-588)139046496 (DE-627)607652322 (DE-576)310013240 aut Enthalten in Australian journal of management London : Sage, 1976 48(2023), 2 vom: Mai, Seite 262-283 Online-Ressource (DE-627)320497518 (DE-600)2011797-8 (DE-576)273895362 1327-2020 nnns volume:48 year:2023 number:2 month:05 pages:262-283 https://journals.sagepub.com/doi/pdf/10.1177/03128962211071128 Verlag lizenzpflichtig https://doi.org/10.1177/03128962211071128 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_161 GBV_ILN_165 GBV_ILN_171 GBV_ILN_187 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2036 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2093 GBV_ILN_2098 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2125 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2145 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2190 GBV_ILN_2193 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2705 GBV_ILN_2889 GBV_ILN_2890 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 AR 48 2023 2 5 262-283 26 01 0206 4320238176 x1z 10-05-23 26 00 DE-206 Sustainable sourcing is an important sustainability practice yet its impact on the firm's agility performance remains unexamined. Combining the extended resource-based view and contingency theory, this study hypothesizes that sustainable sourcing improves agility performance and this effect is enhanced by organizational ambidexterity and supply chain disruption. Using a sample of 790 manufacturing firms, the regression results show the positive performance effect of sustainable sourcing and the moderating roles of both combined ambidextrous orientation and supply chain disruption. This study makes contributions to the relevant literature on sustainable supply chain management, organizational ambidexterity and agility, and offers insightful managerial implications. |
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10.1177/03128962211071128 doi (DE-627)1844952509 (DE-599)KXP1844952509 DE-627 ger DE-627 rda eng Li, Lingjia verfasserin (DE-588)1215367066 (DE-627)172662305X aut Sustainable sourcing and agility performance the moderating effects of organizational ambidexterity and supply chain disruption Lingjia Li, Shuo Shan, Yongyi Shou, Mingu Kang, and Young Won Park 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Agility (dpeaa)DE-206 extended resource-based view (dpeaa)DE-206 organizational ambidexterity (dpeaa)DE-206 supply chain disruption (dpeaa)DE-206 sustainable sourcing (dpeaa)DE-206 Shan, Shuo verfasserin (DE-588)1288904177 (DE-627)1844955052 aut Shou, Yongyi verfasserin (DE-588)1046042084 (DE-627)775253030 (DE-576)399342273 aut Kang, Mingu verfasserin (DE-588)140221654 (DE-627)616481195 (DE-576)315208392 aut Park, Young Won verfasserin (DE-588)139046496 (DE-627)607652322 (DE-576)310013240 aut Enthalten in Australian journal of management London : Sage, 1976 48(2023), 2 vom: Mai, Seite 262-283 Online-Ressource (DE-627)320497518 (DE-600)2011797-8 (DE-576)273895362 1327-2020 nnns volume:48 year:2023 number:2 month:05 pages:262-283 https://journals.sagepub.com/doi/pdf/10.1177/03128962211071128 Verlag lizenzpflichtig https://doi.org/10.1177/03128962211071128 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_161 GBV_ILN_165 GBV_ILN_171 GBV_ILN_187 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2036 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2093 GBV_ILN_2098 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2125 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2145 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2190 GBV_ILN_2193 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2705 GBV_ILN_2889 GBV_ILN_2890 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 AR 48 2023 2 5 262-283 26 01 0206 4320238176 x1z 10-05-23 26 00 DE-206 Sustainable sourcing is an important sustainability practice yet its impact on the firm's agility performance remains unexamined. Combining the extended resource-based view and contingency theory, this study hypothesizes that sustainable sourcing improves agility performance and this effect is enhanced by organizational ambidexterity and supply chain disruption. Using a sample of 790 manufacturing firms, the regression results show the positive performance effect of sustainable sourcing and the moderating roles of both combined ambidextrous orientation and supply chain disruption. This study makes contributions to the relevant literature on sustainable supply chain management, organizational ambidexterity and agility, and offers insightful managerial implications. |
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10.1177/03128962211071128 doi (DE-627)1844952509 (DE-599)KXP1844952509 DE-627 ger DE-627 rda eng Li, Lingjia verfasserin (DE-588)1215367066 (DE-627)172662305X aut Sustainable sourcing and agility performance the moderating effects of organizational ambidexterity and supply chain disruption Lingjia Li, Shuo Shan, Yongyi Shou, Mingu Kang, and Young Won Park 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Agility (dpeaa)DE-206 extended resource-based view (dpeaa)DE-206 organizational ambidexterity (dpeaa)DE-206 supply chain disruption (dpeaa)DE-206 sustainable sourcing (dpeaa)DE-206 Shan, Shuo verfasserin (DE-588)1288904177 (DE-627)1844955052 aut Shou, Yongyi verfasserin (DE-588)1046042084 (DE-627)775253030 (DE-576)399342273 aut Kang, Mingu verfasserin (DE-588)140221654 (DE-627)616481195 (DE-576)315208392 aut Park, Young Won verfasserin (DE-588)139046496 (DE-627)607652322 (DE-576)310013240 aut Enthalten in Australian journal of management London : Sage, 1976 48(2023), 2 vom: Mai, Seite 262-283 Online-Ressource (DE-627)320497518 (DE-600)2011797-8 (DE-576)273895362 1327-2020 nnns volume:48 year:2023 number:2 month:05 pages:262-283 https://journals.sagepub.com/doi/pdf/10.1177/03128962211071128 Verlag lizenzpflichtig https://doi.org/10.1177/03128962211071128 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_161 GBV_ILN_165 GBV_ILN_171 GBV_ILN_187 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2036 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2093 GBV_ILN_2098 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2125 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2145 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2190 GBV_ILN_2193 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2705 GBV_ILN_2889 GBV_ILN_2890 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 AR 48 2023 2 5 262-283 26 01 0206 4320238176 x1z 10-05-23 26 00 DE-206 Sustainable sourcing is an important sustainability practice yet its impact on the firm's agility performance remains unexamined. Combining the extended resource-based view and contingency theory, this study hypothesizes that sustainable sourcing improves agility performance and this effect is enhanced by organizational ambidexterity and supply chain disruption. Using a sample of 790 manufacturing firms, the regression results show the positive performance effect of sustainable sourcing and the moderating roles of both combined ambidextrous orientation and supply chain disruption. This study makes contributions to the relevant literature on sustainable supply chain management, organizational ambidexterity and agility, and offers insightful managerial implications. |
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ind1=" " ind2=" "><subfield code="a">GBV_ILN_4305</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4306</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4307</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4313</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4322</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4323</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4324</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4325</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4326</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4328</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4333</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4335</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4338</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4346</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4367</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4393</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4700</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4753</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">48</subfield><subfield code="j">2023</subfield><subfield code="e">2</subfield><subfield code="c">5</subfield><subfield code="h">262-283</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">01</subfield><subfield code="x">0206</subfield><subfield code="b">4320238176</subfield><subfield code="y">x1z</subfield><subfield code="z">10-05-23</subfield></datafield><datafield tag="982" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">00</subfield><subfield code="x">DE-206</subfield><subfield code="b">Sustainable sourcing is an important sustainability practice yet its impact on the firm's agility performance remains unexamined. Combining the extended resource-based view and contingency theory, this study hypothesizes that sustainable sourcing improves agility performance and this effect is enhanced by organizational ambidexterity and supply chain disruption. Using a sample of 790 manufacturing firms, the regression results show the positive performance effect of sustainable sourcing and the moderating roles of both combined ambidextrous orientation and supply chain disruption. This study makes contributions to the relevant literature on sustainable supply chain management, organizational ambidexterity and agility, and offers insightful managerial implications.</subfield></datafield></record></collection>
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| score |
7.39989 |