Developing organisational capabilities to support agility in humanitarian logistics: An exploratory study. Issue 1 (4th April 2016)

• Record Type: Journal Article
• Authors: L'Hermitte, Cécile; Tatham, Peter; Bowles, Marcus; Brooks, Ben
• Is Part Of: Journal of humanitarian logistics and supply chain management. Volume 6:Issue 1(2016)
• Page Start: 72
• Page End: 99
• Publication Date: 2016-04-04
• Subjects: Agility -- Strategic capabilities -- Humanitarian logistics -- Humanitarian supply chain -- Capacity building -- Agile capabilities; Humanitarian assistance -- Management -- Periodicals; Emergency management -- Periodicals; Disaster relief -- Periodicals; Business logistics -- Periodicals; 361.26
• DOI: 10.1108/JHLSCM-02-2015-0006
• Languages: English
• ISSNs: 2042-6747

Abstract

Abstract : Purpose: – The purpose of this paper is to explore the underlying strategic mechanisms of agility in a humanitarian logistics context. Based on the research conducted in business disciplines, the paper empirically examines a set of four strategic dimensions (being purposeful, being action-focused, being collaborative, and being learning-oriented) and identifies an emergent relationship between these capabilities and agile humanitarian logistics operations. Design/methodology/approach: – Leadership and management actions perceived to support the four capabilities were identified and used as a basis to complete the exploratory research. Specifically, a case study with the United Nations World Food Programme (WFP) was undertaken and, in this context, a qualitative analysis of 29 face-to-face interviews with humanitarian logistics experts working for WFP was conducted. Findings: – The research corroborates the relevance of the four strategic-level capabilities to the humanitarian logistics context and confirms that these capabilities play a role in the development of agility in humanitarian operations. The work also identifies a set of key strategic decision-making areas that relate to the building of agility. Research limitations/implications: – Additional research is needed to further investigate and measure the strategic-level capabilities and to quantify their impact on operational agility. Further research should also be undertaken to extend this study to a wider range of humanitarian organisations. Originality/value: – This paper is the first empirical research that takes a strategic approach to the concept of agility in humanitarian logistics. It highlights that the leaders and managers of humanitarian organisations have a significant role to play in the building of an agile system.