Abstract
Purpose This study aims to develop an integrative framework for strategic intelligence (SI) tailored to guide companies navigating systemic disruptions within global supply chains, identifying key determinants for its effective deployment. Current literature on management systems addresses SI components individually, hindering a precise definition and implementation strategy. This systematic review aims to fill these gaps by establishing a conceptual model of SI capability, emphasizing the interdependence of its dimensions. Design/methodology/approach Following the Joanna Briggs Institute (JBI) mixed-method analysis approach and Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) statement, this systematic review synthesizes empirical studies, conceptual papers, mathematical models and literature reviews on SI capability dimensions. It adopts a flexible approach to explore SI within supply chain resilience during systemic crises. Findings The study enhances and broadens the field of dynamic capabilities (DCs) by advancing knowledge on SI as a dynamic capability inducing resilience within supply chains facing systemic risks. Additionally, it synthesizes and offers perspective on a rapidly expanding body of literature from the past three years, identifying emerging trends and gaps. Research limitations/implications This research focused on three capacities: Supply Chain Visibility (SCV), Environmental Dynamism (ED) and Timely Seizing and Detection-Making (TSDM). While other dynamic capabilities may enhance SC resilience (SCR), this study emphasized the analytical and decision-making dimensions critical for improving SCR. Originality/value This systematic literature review introduces a novel conceptual framework, providing a foundation for empirical investigations. By offering an integrated theoretical perspective, the study proposes actionable research propositions and insights into SI’s strategic role in crisis management within supply chains.
Published Version
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