Investigating the strategic antecedents of agility in humanitarian logistics

Dados Bibliográficos

ID3897483
AutoresCécile L''Hermitte, Cécile L’hermitte (0000-0002-2774-5059, University of Waikato, autor correspondente), Cécile L'Hermitte (Lecturer at the Waikato Management School University of Waikato New Zealand), Benjamin Brooks (0000-0002-0888-3288, Senior Research Fellow at the National Centre for Ports and Shipping Australian Maritime College University of Tasmania Australia), Marcus Bowles (0000-0003-1022-8239, Adjunct Professor at the Centre for Regional and Rural Futures Deakin University Australia), Peter Tatham (Griffith University), Peter H Tatham (Professor of Humanitarian Logistics at the Department of International Business and Asian Studies, Griffith Business School Griffith University Australia)
Ano2017
Volume41
Fascículo4
Páginas672-695
Data de publicação2017-10-01
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoDisasters (JOURNAL)
Identificadores do periódicoISSN: 0361-3666 • E-ISSN: 1467-7717
EditoraWiley (PUBLISHER • GB)
DOI10.1111/disa.12220
PMID27982461
OpenAlexW2563197815
IdiomaEN
Citações recebidas3
Referências citadas39

This study investigates the strategic antecedents of operational agility in humanitarian logistics. It began by identifying the particular actions to be taken at the strategic level of a humanitarian organisation to support field-level agility. Next, quantitative data (n=59) were collected on four strategic-level capabilities (being purposeful, action-focused, collaborative, and learning-oriented) and on operational agility (field responsiveness and flexibility). Using a quantitative analysis, the study tested the relationship between organisational capacity building and operational agility and found that the four strategic-level capabilities are fundamental building blocks of agility. Collectively they account for 52 per cent of the ability of humanitarian logisticians to deal with ongoing changes and disruptions in the field. This study emphasises the need for researchers and practitioners to embrace a broader perspective of agility in humanitarian logistics. In addition, it highlights the inherently strategic nature of agility, the development of which involves focusing simultaneously on multiple drivers

Business · Humanitarian Logistics · Knowledge management · Medical emergency · Operations management · Poison control · Process management · Computer Science · Engineering · Facility Location and Emergency Management · Human Factors and Ergonomics · Medicine · Outsourcing and Supply Chain Management · Supply Chain Resilience and Risk Management