This study develops and tests a dual-pathway model in which market uncertainty is substantially associated with agile marketing capability and organizational resilience—two theoretically distinct yet parallel capability domains. Supply chain endurance, defined as the capacity to maintain operational continuity and competitive positioning through proactive disruption avoidance rather than post-shock recovery alone, is the focal outcome and is explicitly differentiated from organizational resilience, which constitutes one of its enabling mechanisms. Drawing on dynamic capabilities theory and the resource-based view, hypotheses are tested using PLS-SEM on survey data from 303 Indonesian manufacturing firms. Market uncertainty is substantially associated with both capabilities (agile marketing capability: β = 0.707, f 2 = 1.001; organizational resilience: β = 0.484, f 2 = 0.294), which subsequently strengthen supply chain endurance through partial mediation pathways (combined VAF = 47.4%). Discriminant validity is provisionally supported via Fornell-Larcker criteria and HTMT ratios (all six pairwise HTMT values below 0.85; Table 3b). Common method bias was assessed via Harman's single-factor test (dominant factor = 28.7%) and full collinearity VIF diagnostics (max VIF = 2.588), supporting negligible bias. Findings demonstrate that endurance emerges from balanced capability portfolios addressing uncertainty across demand-side and supply-side dimensions simultaneously, rather than from any singular operational competency. Theoretical contributions to dynamic capabilities theory, the resource-based view, and emerging market supply chain scholarship are discussed.
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Kurniawan et al. (2026) studied this question.