Navigating COVID-19 Pandemic: Empowering Sustainable Supply Chains Performance through Leadership Capability, Knowledge Sharing Capability, and Strategic Management Capability amid COVID-19 Disruptions

Figures & data

Figure 1. Conceptual Framework based on above literature.

Figure 2. Research methodology flowchart.

Table 1. Demographical details.

Contestants	Narrative	Rate of recurrence	Percentage (%)
Gender	Male	158	56.63
	Female	121	43.36
Total		279	100
Age	24–29	81	29.03
	30–34	63	22.58
	35–39	76	27.24
	Above 40	59	21.14
Total		279	100
Education	Undergraduate	55	19.71
	Graduate	133	47.67
	Postgraduate	91	32.61
Total		279	100
Hierarchy	Directors	66	23.65
	Management	112	40.14
	Officers	101	36.20
Total		279	100
Job experience	5–10	94	33.69
	10–15	91	32.61
	15–19	53	18.99
	Above 20 years	41	14.69
Total		279	100

Table 2. Instrument reliability and validity.

	Factor loading	Cronbach’s alpha	Composite reliability	The average variance extracted (AVE)
COVID19-1	0.802	0.825	0.884	0.656
COVID19-2	0.820
COVID19-3	0.807
COVID19-4	0.810
KSC1	0.762	0.778	0.857
KSC2	0.797			0.599
KSC3	0.802
KSC4	0.733
LC1	0.714	0.884	0.911	0.673
LC2	0.779
LC3	0.858
LC4	0.856
LC5	0.882
SMC1	0.751	0.764	0.816	0.597
SMC3	0.800
SMC4	0.766
SSCP1	0.890	0.953	0.961	0.753
SSCP2	0.895
SSCP3	0.898
SSCP4	0.914
SSCP5	0.875
SSCP6	0.778
SSCP7	0.836
SSCP8	0.848

Table 3. Fornell & Larcker.

	COVID-19	Knowledge sharing capability	Leadership capability	SSCP	Strategic management capability
COVID-19	0.810
Knowledge Sharing Capability	0.449	0.774
Leadership Capability	0.108	0.163	0.820
SSCP	−0.115	0.201	0.211	0.868
Strategic Management Capability	0.222	0.399	0.074	0.389	0.773

Table 4. Heterotrait-monotrait ratio (HTMT).

	COVID-19	Knowledge sharing capability	Leadership capability	SSCP	Strategic management capability
COVID-19
Knowledge Sharing Capability	0.554
Leadership Capability	0.121	0.190
SSCP	0.151	0.228	0.192
Strategic Management Capability	0.290	0.540	0.118	0.485

Figure 3. The outcomes of the SEM.

Table 5. Quality of the SEM.

	Q²	F²
Leadership capability	0.004	0.046
Knowledge sharing capability	0.179	0.024
Strategic management capability	0.042	0.161

Table 6. PLS structural model.

Hypothesis	β	STDEV	T values	p values
COVID-19 -> SSCP	−0.284	0.058	4.900	0.000
COVID-19 -> Leadership capability	0.108	0.056	2.961	0.005
COVID-19 -> Knowledge sharing capability	0.449	0.077	5.867	0.000
COVID-19 -> Strategic management capability	0.222	0.057	3.874	0.000
Leadership capability -> SSCP	0.163	0.043	3.763	0.000
Knowledge sharing capability -> SSCP	0.121	0.050	2.408	0.016
Strategic management capability -> SSCP	0.338	0.048	7.074	0.000
COVID-19 -> Leadership Capability -> SSCP	0.364	0.047	7.671	0.000
COVID-19 -> Strategic management capability -> SSCP	0.075	0.023	3.292	0.001
COVID-19 -> Knowledge sharing capability -> SSCP	0.055	0.027	2.016	0.044
OC × Strategic Management Capability -> SSCP	0.165	0.059	3.038	0.002
OC × Knowledge Sharing Capability -> SSCP	0.141	0.039	3.571	0.000
OC × Leadership Capability -> SSCP	0.111	0.053	2.174	0.030

Figure 4. Moderation analysis of Organizational Commitment *Leadership Capability.

Figure 5. Moderation analysis of Organizational Commitment *Knowledge Sharing Capability.

Figure 6. Moderation analysis of Organizational Commitment *Strategic Management Capability.

Table

Questionnaire
Scale: 1= Strongly Disagree, 2 = Disagree, 3 = Neutral, 4 = Agree, 5 = Strongly agree	1	2	3	4	5
How did COVID-19 outbreak negatively affect Supply Chain?
1. The COVID-19 virus is present in all parts of the country?						(Adejare et al., 2021)
2. The COVID-19 virus made a severe impact on the way we conduct business?
3. Did Covid-19 negatively affect Overall operations?						(EL Baz & Ruel, 2021b)
4. Did Covid-19 negatively affect Lead time for delivery?
5. Did Covid-19 negatively affect Purchasing costs for supply?
To what extent does Leadership Capability mitigate the impact of Covid-19 on Supply chain performance?
1. We have common understanding and knowledge of operational plans and programmers.						(Kivipõld & Vadi, 2010)
2. We have set the main purpose and interim objectives
3. We are actively involved with setting our objectives and putting them into practice.
4. We have restrooms in our organization, where we gather to socialize with co-workers.
5. In making decisions, we take into consideration expertise and competence not the position
To What extent does the Knowledge Sharing Capability mitigate the impact of Covid-19 on Supply chain performance?
1. Employee’s ability to collaborate, combine and exchange ideas among themselves to diagnose and solve problems and create opportunities.						(Attia & Salama, 2018)
2. Share their own ideas to formulate new product or service ideas.
3. Share their experiences to successfully implement new projects or initiatives
4. Learn to share their ideas and knowledge and the commonality of sharing and exchanging ideas to find solutions to problems.
5. Our organization structure facilitates the creation of new knowledge
To what extent does Strategic Management Capability mitigate the impact of Covid-19 on Supply chain performance?
1. We are very sensitive to external changes in the host market (regarding customers, competitors, environment, etc.) and integrate these into strategic planning of our company						(Ferraris et al., 2022, Monday et al., 2015)
2. We utilize different mechanisms to become aware of strategic developments early.
3. Our management board collaborates for strategic decisions without being bogged down in top-level ‘win-lose’ politics
4. Our management board strategic adaptations are communicated fast and comprehensively through the organization
5. Our top managers obtain clear and unbiased information from subordinates in order to evaluate and control activities and performance results.
To what extent is Supply chain performance effect during Covid-19?
1. Our organization can quickly deal with disruption						(Altay et al., 2018, Sharma et al., 2022)
2. The supply chain would quickly recover to its original state.
3. Our Organization would not take long to recover average operating performance.
4. Our Organization can quickly restore material flow.
5. Improving supplier capabilities for enhancing social, economic, and environmental outcomes
6. Structural arrangement of supply chains for achieving sustainability outcomes.
7. System ability to meet the demands of survival in a dynamic environment.
8. Collaboration with suppliers for joint planning to achieve sustainability outcomes.
To what extent does organizational commitment strengthen or weaken the impact of COVID-19 on supply chain performance?						(Lim et al., 2021)
1. I really feel that this organization’s problems are my own.
2. I feel emotionally attached to this organization.
3. I feel a strong sense of belonging to my organization.
4. I feel like part of the family at the organization.
5. This organization has a great deal of personal meaning to me

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Data availability statement

Data can be obtained through email at [email protected]