Supply chain disruption orientation and strategic business performance: the roles of supply chain responsiveness and dynamic capability in Ghanaian manufacturing SMEs

Purpose The purpose of this study is to examine the relationship between supply chain disruption orientation, supply chain responsiveness and strategic business performance as well as the moderating role of dynamic capability in the relationship between supply chain disruption orientation and supply chain responsiveness in the context of Ghanaian Manufacturing SMEs. Design/methodology/approach The study utilizes a cross-sectional survey data from 209 Ghanaian manufacturing SMEs in order to test the hypotheses. The data analysis was conducted using partial least squares structural equation modeling techniques. Findings The findings of the study indicated that supply chain disruption orientation has a negative influence on strategic business performance. Again, supply chain responsiveness was found to negatively mediate the relationship between supply chain disruption orientation and strategic business performance. It was revealed that there is a positive relationship between supply chain responsiveness and strategic business performance. Dynamic capability was found to positively moderate the relationship between supply chain disruption orientation and supply chain responsiveness. Originality/value This study pioneers a novel approach by uncovering the nuanced effects of supply chain disruption orientation (SCDO) and supply chain responsiveness (SCR) on strategic business performance, uniquely emphasizing the amplifying influence of dynamic capabilities. It offers fresh insights into how these intertwined factors can be strategically leveraged to not just weather disruptions but to transform them into competitive advantages.