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PurposeThis paper aims to investigate the conditional indirect effect of innovativeness on performance via supply chain agility (SCA) in the service industry at higher and lower collaborative relationships.Design/methodology/approachThe hypothesised model is operationalised with survey data from 245 Australian service firms collected via LinkedIn and analysed using structural equation modelling and fuzzy set qualitative comparative analysis (fsQCA).FindingsThe analysis found that SCA significantly mediates the relationship between innovativeness and performance. Further, the conditional indirect effect of innovativeness on performance via SCA was significant when the collaborative relationship was high. Results also revealed that a configuration of both innovativeness and agility better predicts performance.Originality/valueThis study is an early attempt to investigate SCA in service industries by scrutinizing SCA from an innovative point of view. While previous studies have demonstrated the role of innovativeness in enhancing a firm's performance, this study explores this link further by investigating the conditional indirect effect of innovativeness on performance via SCA at different levels of collaborative relationships.

Considering carbon emission cost and consumer loyalty, this paper establishes a three-level multi-channel supply chain composed of the leading manufacturer, the retailer, and the consumer and builds a multi-channel supply chain with centralized decision-making and decentralized decision-making modes, and the optimal decision-making under both decision-making modes is solved. The study found that the carbon emission reduction level of multi-channel centralized decision-making is better than that of decentralized decision-making under the same carbon emission cost, and centralized decision-making can improve the carbon emission reduction level. Manufacturers open a direct channel to help reduce carbon emissions and need to consider the cost of emission reduction in their channel decisions. Consumer loyalty also directly impacts channel decisions. Only when carbon emission costs and consumer loyalty are within a reasonable range can new direct sales channels be opened to bring in new profits. Simultaneously, the total profit of the supply chain is greater than that of decentralized decision-making, but the double marginal utility of both parties decreases with the increase in carbon emission costs.

PurposeSupply chain agility (SCA) has recently received considerable attention in the literature and in practice. Despite its popularity, the concept of SCA seems to be vaguely defined and loosely structured. More specifically, definitional ambiguity and conceptual fragmentation have prevented the concept of SCA from reaching its full potential. The time is ripe to address these issues through a systematic literature review.Design/methodology/approachA review and synthesis of the literature on SCA was undertaken. The authors selected 56 top-tier related articles for further analysis after applying rigorous filtering procedures.FindingsThe results of the review confirm that several key themes surround SCA's definition and enablers. In addition, consensus needs to be reached in terms of its performance dimensions and measures. Accordingly, this study constructed an encompassing definition, scrutinized SCA enablers and outcomes and thus developed an original framework for SCA, providing a unique conceptual contribution. Several research directions were also addressed accordingly.Originality/valueThe novelty of this research lies in the selection of highly recognized publications. It also provides an encompassing definition of SCA, consolidates its enablers for better communication and synthesizes its performance implications.