Abstract
PurposeThe purpose of this study was to establish whether self-organisation and its components matter for supply chain agility in the context of humanitarian relief operations in a developing country, Uganda.Design/methodology/approachThis study adopted a cross-sectional design to collect data from a sample of 101 humanitarian organisations (HOs) that deliver relief to Bidi-Bidi refugee settlement in Uganda.FindingsBased on the findings, self-organisation explains 56% of the variance in supply chain agility.Research limitations/implicationsSince the study was cross-sectional, changes in the perception of the subject matter could not be established. Hence, a longitudinal approach was recommended for subsequent studies. Data was collected only from HOs that deliver relief services in Bidi-Bidi refugee settlement.Practical implicationsIt is recommended that managers of HOs should ensure that their organisations have flexible, adaptive structures that can affect self-organisation during emergencies so as to increase the speed with which they respond to victims' needs.Originality/valueThis study generates significant empirical evidence on a less studied phenomenon in the humanitarian sector. It vividly highlights the effect of self-organisation on building supply chain agility.
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