Response strategy to environment context factors using a lean and agile approach: Implications for firm performance
Competitive intensity, Dynamic capabilities, Firm performance, Market turbulence, Supply chain collaboration, Supply uncertainty, Technological turbulence
European Management Journal
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.
Department of Marketing and Entrepreneurship
Original Publication Date
DOI of published version
UNI ScholarWorks, Rod Library, University of Northern Iowa
Srinivasan, Mahesh; Srivastava, Prashant; and Iyer, Karthik N.S., "Response strategy to environment context factors using a lean and agile approach: Implications for firm performance" (2020). Faculty Publications. 234.