The untapped potential: how managerial capabilities drive supply chain resilience

Purpose This study investigates how managerial capabilities, including entrepreneurial leadership and social capital, contribute to supply chain resilience through supply chain integration. We further explore whether supply chain flexibility moderates this relationship. Design/methodology/approach This study applies the resource orchestration and dynamic capabilities view theory to analyze the antecedents of supply chain resilience. Using a time-lagged survey and structural equation modeling, we generate robust insights that enhance the field's understanding of how managerial capabilities influence supply chain resilience. Findings This study examines how managerial capabilities, entrepreneurial leadership and managerial social capital, influence supply chain integration, which in turn mediates the relationship between these capabilities and supply chain resilience. We further find support for the moderating role of supply chain flexibility on the integration-resilience link. Originality/value This article advances the understanding of supply chain resilience by demonstrating the critical role of managerial capabilities as its microfoundation. We specifically illuminate how entrepreneurial leadership and social capital as a capability foster supply chain integration, a key mechanism for building resilience.