A configural model of analytics capabilities, ambidexterity, co‐opetition, and firm performance in the supply chain context

Abstract

AbstractLogistics and supply chain excellence has become increasingly important as a source of competitive differentiation. Firms' efforts to achieve supply chain excellence include developing supply chain ambidexterity, co‐opetition relationships, and analytical capabilities. This study draws on the co‐opetition theory to investigate the combined role of supply chain co‐opetition, ambidexterity, and analytical abilities in determining higher firm performance. Using field data from individuals occupying managerial positions in United Arab Emirates businesses (n = 151), we applied structural equation modeling (SEM) and fuzzy sets techniques to assess the research proposition. The SEM results suggest that (1) supply chain co‐opetition and analytical capabilities have significant effects on firm performance, but supply chain ambidexterity does not. Through fuzzy sets, we found that (2) supply chain co‐opetition, ambidexterity, and analytical capabilities are necessary causal conditions for high firm performance. We also discovered that (3) supply chain co‐opetition all by itself, and (4), supply chain ambidexterity and analytical capabilities are sufficient causal conditions for high firm performance. This study provides a novel comprehension of the benefits of supply chain co‐opetition and analytical capabilities during the COVID‐19 pandemic, offering several theoretical and managerial implications.