Understanding the influence of marketing and organizational innovation practices on creating firms’ supply chain risk management capabilities

Purpose This article investigates the influence of marketing and organizational innovation practices on supply chain risk management (SCRM) capabilities, namely resilience and robustness, and examines both their direct and indirect effects on enhancing overall SCRM performance. Design/methodology/approach This is explanatory research using a deductive approach. This study uses survey data from 267 manufacturing export firms analysed through partial least squares structural equation modelling. Findings The findings suggest that marketing innovation (MI) and organizational innovation (OI) practices significantly strengthen supply chain risk management (SCRM) capabilities, specifically robustness and resilience, which subsequently exert a substantial influence on enhancing SCRMP. Beyond these direct relationships, the analysis further indicates that MI contributes to SCRMP indirectly through both resilience and robustness, demonstrating partial mediation, whereas the effect of OI on SCRMP is realized exclusively through resilience and robustness, thereby evidencing full mediation. Originality/value This article contributes to the supply chain management (SCM) literature by linking innovation and supply chain risk management (SCRM), an area that has only recently gained attention. To the best of the authors’ knowledge, this study offers one of the first comprehensive examinations of how marketing innovation (MI) and organizational innovation (OI) relate with existing strategies to build resilience and robustness as core SCRM capabilities. In doing so, it contributes to both theory and practice by providing a broader perspective on the mechanisms through which innovation supports sustained SCRM performance.