A Multidisciplinary Approach to Supply Chain Agility: Conceptualization and Scale Development

• DOI: http://doi.org/10.1111/jbl.12012
• Author: Mary C. Holcomb,Theodore P. Stank,David M. Gligor
• Date: 01 June 2013
• Published date: 01 June 2013

A Multidisciplinary Approach to Supply Chain Agility:

Conceptualization and Scale Development

David M. Gligor

1

, Mary C. Holcomb

2

, and Theodore P. Stank

3

1

University of Missouri-Kansas City

2

University of Tennessee

3

University of Tennessee

Although agility has been identified as one of the most important issues of contemporary supply chain management, the theoretical basis

for understanding supply chain agility is fragmented. This research addresses the gap related to the ambiguity surrounding the dimensions

and definitions of firm supply chain agility by employing a multidisciplinary literature review to gain an in-depth understanding of agility. In

addition, a comprehensive measurement instrument that draws on the foundations of social and life science theory is developed and empirically

validated. The results of the research indicate that firm supply chain agility is composed of five distinct dimensions including alertness, accessi-

bility, decisiveness, swiftness, and flexibility. Based on these elements, a comprehensive definition of firm supply chain agility is developed for

further theoretical testing of the concept.

Keywords: agility; firm supply chain agility; supply chain agility; scale development

INTRODUCTION

Agility has emerged as the dominant competitive vehicle for

organizations operating in uncertain and ever-changing business

environments, and has been heralded as the business paradigm of

the 21st century (Tseng and Lin 2011). The concept has risen in

significance as businesses no longer compete as solely autono-

mous entities, but rather as supply chains (Lambert and Cooper

2000; Christopher 2005; Defee and Stank 2005; Stank et al.

2005). Supply chain members must be capable of rapidly align-

ing their collective capabilities to respond to changes in demand

and supply (Gligor and Holcomb 2012a). Furthermore, it has

been recognized that to achieve a competitive advantage in the

rapidly changing business environment, firms must align with

suppliers and customers to coordinate operations and together

achieve a level of agility beyond that of competitors (Lin et al.

2006). As supply chain agility has progressed from a conference

topic to a practical imperative for most companies (White et al.

2005), agility has been highlighted as the fundamental character-

istic of the “best”supply chains (Lee 2004).

Although agility has been identified as one of the most impor-

tant issues of contemporary supply chain management (Lee

2004), the theoretical basis for understanding supply chain agility

is fragmented (Li et al. 2008). Agility is a broad and multi-

dimensional concept bridging many disciplines (Gligor and

Holcomb 2012a). The multidimensionality of agility has led to

much confusion and ambiguity (Giachetti et al. 2003; Li et al.

2009; Gligor and Holcomb 2012a). Elements and linkages

among agility elements are underdeveloped, and it is uncommon

for any two articles to adopt the same definition (Conboy 2009).

A rigorously validated instrument to measure supply chain agility

is needed to enable researchers to credibly test explanatory theo-

ries regarding causal links among capabilities, practices, and per-

formance outcomes related to this phenomenon (Sherehiy et al.

2007; Li et al. 2009).

This research addresses the gap related to the ambiguity sur-

rounding the dimensions and definitions of firm supply chain

agility by employing a multidisciplinary literature review to gain

an in-depth understanding of agility. Specifically, the sports

science and military science theoretical bases are investigated to

better understand agility and identify its dimensions, and define

it in a firm supply chain context. Furthermore, a comprehensive

measurement instrument that draws on the foundations of social

and life science theory is developed and empirically validated.

LITERATURE REVIEW

Scholars from multiple business disciplines have defined agility

in ways that emphasized different aspects of the concept. Gligor

and Holcomb (2012a) note that to date, many different defini-

tions and characterizations of agility have appeared in the busi-

ness literature. Through their comprehensive examination of the

literature, the authors found that the definition and concept of

agility is evolving. For example, much of the earlier research

focused on agility as an ability that enabled firms to thrive in an

environment of continuous and often unanticipated change (Gun-

asekaran 1998, 1999; Dove 1999; Sharifiand Zhang 1999; Sar-

kis 2001). More recently, Vinodh (2010) conceptualizes agility

as a paradigm that facilitates companies to quickly respond to

customers’dynamic demands. The concept, which initially

concentrated on manufacturing, has expanded to become a wide-

ranging response to a myriad of business challenges in a

turbulent environment (Yauch 2011; Zhang 2011). Despite the

evolution of the concept, inconsistencies in the multiple business

definitions of agility have been further manifested in the existing

supply chain research in its treatment of agility as a firm concept.

As Gligor and Holcomb (2012a) indicate, few researchers

Corresponding author:

David M. Gligor, University of Missouri-Kansas City, Department

of Marketing and Supply Chain Management, Henry W. Bloch

School of Management, 5100 Rockhill Rd., Kansas City, MO

65110, USA; E-mail: mars2u7@yahoo.com

Journal of Business Logistics, 2013, 34(2): 94–108

© Council of Supply Chain Management Professionals