Orchestrating external and internal resources for BDA capability-enabled SC resilience: Evidence from manufacturing industry

Global manufacturing supply chains are becoming increasingly vulnerable to the complex and frequent disruption that undermines the sustainability and effectiveness. Big Data Analytics Capability (BDAC) has become a key driver of supply chain resilience (SCRes), but existing literature has mainly considered BDAC as an exogenous phenomenon without paying much attention to how it is formed systematically within firms. Grounded in resource orchestration theory, this study conceptualizes BDAC as an orchestrated, higher-order capability formed through the interaction of internal resources - data infrastructure (DI), BDA staff capability (BDASC), and a data-driven culture (DDC)- and an external resource - information sharing (IS) with supply-chain partners. Using survey data from 213 large manufacturing firms, the study empirically examines the formation pathways and resilience outcomes of BDAC. The results show that DI, DDC, and IS have direct effects on the development of BDAC, DI mediates the impact of BDASC, DDC and IS on BDAC, and IS mediates the relatonship between DDC and BDAC. BDAC, in its turn, has a strong and direct impact on SCRes, validating its strategic importance in turbulence contexts. The study advances a cross-boundary perspective of BDAC formation, demonstrating that analytics-driven resilience in manufacturing arises from deliberate orchestration of technological, human, cultural, and relational resources.