Purpose: The aim of this article is to shed light on the impact of intangible resources, such as organizational learning (OL), organizational agility (OA) and organizational innovativeness (OI), on supply chain resilience (SCR). For this, a theoretical model is developed to analyze the development of relationships between chosen resource variables.Design/methodology/approach: This study is based on a cross-sectional questionnaire. Survey data were collected from 180 businesses including only medium to senior level managers to ensure a thorough understanding about the company's inner workings and supply chain (SC). The validity of the model is determined using structural equation modeling (SEM) and tested using lavaan package in R.Findings: The findings indicate a statistically significant relationship between OL and SCR. Two organizational resource constructs, OI and OA, are found to have a strong mediating effect on this relationship. OL ability mediated by OA and OI results in increased SCR.Research limitations/implications: The data cover multiple sectors but are collected from one country. The dataset is also limited in that it is collected from mid- to high-level managers working on manufacturing and supply chain-related departments.Practical implications: The authors believe that the results of this study will guide both managers and academics in developing effective measures to avoid SC disruptions due to the Covid-19 pandemic or other comparable risks.Originality/value: This is the first study that examines the relationship between OL and SCR. Prior studies have examined the relationship between OA and SCR. However, OL and OI, in particular, have not featured frequently in SCR-related studies. In this regard, this research is also unique in that it examines the mediating role of OA and OI in the relationship between OL and SCR.

Purpose: This paper aims to clarify the effects of learning culture and trust on supply chain resilience (SCR) and to investigate their role specifically during COVID-19 pandemic to aid decision-makers. For this, a conceptual model proposing relations between variables was developed. The focal point of this research is to investigate the relationship between organizational learning culture (OLC) and SCR, and the mediating effect of supplier trust (ST) in the relationship before and during a pandemic.Design/methodology/approach: This study relies on a unique dataset collected through two separate cross-sectional surveys corresponding to pre- and during-pandemic times that were conducted at the same time. The questionnaire was collected from 245 medium- to senior-level managers, to ensure a thorough understanding about the company’s inner workings and supply chain (SC). To test the proposed research model, the authors processed their data and model using lavaan package in R.Findings: The findings show that OLC and ST have positive and significant effects on SCR. Furthermore, learning culture also triggers ST. Thus, it is ST that explained, as a mediator, the positive effects of OLC on SCR. All these findings are similar for both before and after the pandemic. A critical finding is about the effect of size (small vs. large) and ownership (local vs. multinational). The analysis suggests that during pandemic multinational companies and larger organizations exhibit higher SCR than their counterparts.Research limitations/implications: First, responses to the questionnaire were collected from only one country. Cross-cultural comparisons can be made by collecting data from different countries in future research. Second, the data were obtained from companies operating in different sectors, with a majority in manufacturing. It is possible to obtain more specific findings by analyzing responses from a specific industry. Third, results of this study reflect responses of only SC and manufacturing managers, but other departments such as marketing or finance can also complement the findings. Finally, several other organizational variables may be factored in as moderators to enrich the conceptual model.Practical implications: The authors believe that findings of this research will guide shareholders and managers to develop effective strategies in order to prevent SC disruptions during similar risk/shock scenarios.Originality/value: Similar to earlier research, this study considers the importance of ST on SCR. But this study differs in analyzing the effects of OLC on SCR directly and in taking the mediating effect of ST into account. The authors test the strengths of these relationships individually before and during COVID-19 pandemic. Under pandemic conditions, the authors present empirical evidence on the effects of organizational learning and ST on SCR. In contrast to previous research on SCR, this study connotes the importance of an organization’s internal dynamic capabilities in developing resilience.

This study presents a novel approach to assess countries’ relative logistics performance differentials and identifies the underlying drivers using a data envelopment analysis (DEA) approach. The findings offer strategic insights and provide nations with valuable guidance in navigating the dynamic landscape of global logistics competitiveness. Recognizing the pivotal role of logistics in fostering economic activity and contributing to sustainability, we utilize the Logistics Performance Index (LPI) within the DEA model to gauge efficiencies at the country level and scrutinize influencing factors. Our findings indicate that international shipment practices in the last decade, as well as tracking and tracing recently, no longer contribute to the competitiveness of the countries, despite their potential for improvement. The overall change in logistics efficiency during the last decade remained relatively marginal, primarily driven by the frontier-shift effect. However, notable disparities among the country performance groups, particularly in adopting technological advancements, are manifested in the frontier-shift effect. Countries with lower logistics performance should prioritize addressing structural challenges related to customs, infrastructure, quality of logistics services, and timeliness. Medium-performance countries, while benefiting from a focus on customs, tracking and tracing, and timeliness in the early 2010s, are advised to align their efforts with high-performance countries by emphasizing managerial aspects in recent times.