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With the increasing frequency and impact of disruptions (i.e., in the wake of COVID 19, Suez Canal blockage), researchers and practitioners are faced with an ongoing challenge to enable supply chain resilience. Drawing on the theory of paradox and ambidexterity, this study highlights paradoxes in enabling supply chain resilience and proposes that firms manage such paradoxes by developing an ambidexterity capability. We build a research model hypothesizing the role of social capital that enables organizational ambidexterity to realize supply chain resilience. The model is tested using structural equation modeling comprising survey data of 204 Pakistani manufacturing firms. Based on the results of this article, our overall model finds support with the exception that cognitive capital is not related to ambidexterity. This research contributes to the further conceptualization of paradoxes in supply chain resilience and advances the theory for a more comprehensive understanding of the impact of organizational social capital on ambidexterity.

In recent years, there has been a proliferation of interest in resilience in the supply chain field. Even though literature has acknowledged the antecedents of resilient supply chains, such as supply chain visibility, cooperation, and information sharing, their confluence in creating resilient supply chains where other behavioural issues are prevailing (i.e. trust and behavioural uncertainty) has not been studied. To address this gap, we conceptualized a theoretical framework firmly grounded in the resource based view (RBV) and the relational view that is tested for 250 manufacturing firms using hierarchical moderated regression analysis. The study offers a nuanced understanding of supply chain resilience and implications of supply chain visibility, cooperation, trust and behavioural uncertainty. Implications and suggestions for further research are provided.