Exploring the links between human resources and Triple-A supply chain capabilities
Purpose – To explore the role of human resources (HR), specifically ability, motivation and opportunity practices (AMO) framework and supply chain orientation top management support (SCO-TMS), in driving the dynamic capabilities of the Triple-A (agility, adaptability and alignment), which help to ov...
| Autores: | , , , |
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| Tipo de recurso: | artículo |
| Estado: | Versión aceptada para publicación |
| Fecha de publicación: | 2024 |
| País: | España |
| Institución: | Universidad de Sevilla (US) |
| Repositorio: | idUS. Depósito de Investigación de la Universidad de Sevilla |
| OAI Identifier: | oai:idus.us.es:11441/165799 |
| Acceso en línea: | https://hdl.handle.net/11441/165799 https://doi.org/10.1108/IJLM-01-2024-0038 |
| Access Level: | acceso abierto |
| Palabra clave: | Human resources Triple-A supply chain Agility Adaptability Alignment AMO model Top management support DCV ROT |
| Sumario: | Purpose – To explore the role of human resources (HR), specifically ability, motivation and opportunity practices (AMO) framework and supply chain orientation top management support (SCO-TMS), in driving the dynamic capabilities of the Triple-A (agility, adaptability and alignment), which help to overcome the challenges faced by global supply chains (SC). Design/methodology/approach – A survey is answered by managers from different functions in a sample of 287 manufacturing plants (three manufacturing sectors) and 14 countries(nine developed and five developing). The database is analyzed by PLS-SEM. In-sample and out-of-sample model predictive capacity is assessed by PLSPredict and CVPAT. A multigroup analysis (MGA) has been done to assess the possible influence of the countries’ economic development context in the model. Findings – This research confirms significant positive relationships between AMO and SCO-TMS and AAA capabilities, with SCO-TMS showing a stronger relationship. This highlights the importance of HR aspects (AMO and SCO-TMS) as drivers of Triple-A SC, and particularly the importance of top management’sstrategic vision to support SCO and develop collaborative relationships with suppliers and customers. The wide multicountry/multi-sector sample, reinforced by a good model’s in-sample and out-of-sample predictive capacity, makes these results more reliable and generalizable to other settings than other research in the field. Practical implications – Managers are encouraged to develop AMO practices and SCO-TMS (focusing on SCO-TMS as the main lever) to enhance Triple-A SC capabilities. The analysis of the country’s economic development contextstill encouragesthe use of SCO-TMS asthe main leversince its effect is higher than that of AMO. This knowledge is crucial to improving the allocation of limited resourcestoward developing appropriate capabilities. Originality/value – Following the DCV and ROT perspectives, this research pioneers the analysis of HR practices (AMO) and SCO-TMS as antecedents of the Triple-A SC capabilities, making relevant contributions to the knowledge on the drivers of these relevant dynamic capabilities, an area with limited prior research. |
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