Organisational networks, organisational learning, organisational adaptability and role clarity among humanitarian organisations during relief delivery

Abstract

Purpose

Organisations involved in relief delivery tend to have cross-boundary mandates, which cause ambiguity of roles during delivery of relief services to the targeted victims. Having no clear role, specialisation affects service timeliness and increases resource duplication among the relief organisations. The objective of this study is to understand how organisational networks and organisational learning as complex adaptive system metaphors improve both organisational adaptability and role clarity in humanitarian logistics.

Design/methodology/approach

Using ordinary partial least squares regression through SmartPLS version 3.3.3, the authors tested the study hypotheses basing on survey data collected from 315 respondents who were selected randomly to complete a self-administered questionnaire from 101 humanitarian organisations. Common method bias (CMB) associated with surveys was minimised by implementing both procedural and post statistics methods.

Findings

The results indicate that organisational networks and organisational learning have a significant influence on organisational adaptability and role clarity. The results also show that organisational adaptability partially mediates in the relationship between organisational networks, organisational learning and role clarity.

Research limitations/implications

The major limitation of the study is that the authors have used cross-sectional data to test this research hypotheses. However, this was minimised following Guide and Ketokivi's (2015) recommendation on how to address the limitations of cross-sectional data or the use of longitudinal data that can address CMB and endogeneity problems.

Practical implications

Managers in humanitarian organisations can use the authors’ framework to understand, first, how complex adaptive system competence can be used to create organisational adaptability and, second, how organisational adaptability can help organisational networks and organisational learning in improving role clarity among humanitarian organisations by collaboratively working together.

Originality/value

This research contributes to the existing body of knowledge in humanitarian logistics and supply chain management by empirically testing the anecdotal and conceptual evidence. The findings may be useful to managers who are contemplating the use of organisational networks, organisational learning and organisational adaptability to improve role clarity in disaster relief-related activities.

Citation

Mutebi, H., Muhwezi, M., Ntayi, J.M., Mayanja, S.S. and Munene, J.C.K. (2022), "Organisational networks, organisational learning, organisational adaptability and role clarity among humanitarian organisations during relief delivery", Journal of Humanitarian Logistics and Supply Chain Management, Vol. 12 No. 2, pp. 249-284. https://doi.org/10.1108/JHLSCM-04-2021-0034