Business intelligence competence as a strategic enabler of organizational agility within supply networks

Purpose This study investigates how Business Intelligence (BI) competence functions as a strategic enabler of organizational agility within supply networks. It examines the moderating role of BI competence in two critical relationships: between agile drivers and agile capabilities, and between agile capabilities and agile practices. In doing so, the study advances organizational agility theory by conceptualizing BI competence as a strategic and relational enabler that shapes agility development, rather than merely a technological support tool. Design/methodology/approach Using targeted sampling, 157 responses were collected through a structured questionnaire from manufacturing firms. The data were analyzed using partial least squares structural equation modeling (PLS-SEM). Findings The results suggest that BI competence serves not only as a predictor of agile capabilities but also as a contextual moderator, particularly influencing the relationship between supply network capabilities and practices. This highlights a previously underexplored pathway in agility theory; whereby BI competence enables more effective translation of capabilities into actionable agile practices. Originality/value This is the first empirical work to examine the theoretical interplay between BI competence and agility constructs within a chain-network framework. It contributes to theory by advancing the understanding of BI as a strategic enabler and moderating force, rather than merely a technological tool. The study also offers practical insights for manufacturing firms in emerging economies seeking to build resilience and responsiveness within supply networks.