Exploring the dynamic interplay among agility practices, societal culture, and performance paradox: empirical evidence from manufacturing firms
本研究利用悖论管理框架，基于多国制造企业数据，发现敏捷实践能同时改善冲突的绩效维度，但效果因国家文化而异：绩效导向文化降低应对不确定性的敏捷性，而社会支持文化则提升客户适应性。
Using a paradox management framework, this research extends beyond the extensively explored technical and process aspects of agility to investigate the influence of societal culture on agility practices. Employing a multi-level analysis, it utilises multiple international datasets for empirical validation. The findings demonstrate that agility practices can improve conflicting performance dimensions, while also highlighting significant variations in their effectivenessacross countries. In performance-based cultures, an emphasis on long-term tangible outcomes tends to lower agility in managing uncertainty, whereas socially supportive cultures foster agility practices that positively affect customer adaptability. These results confirm the critical role of agility practices in helping firms navigate paradoxical outcomes and underscore the importance of identifying cultural profiles that effectively align agility practices with desired outcomes. This study contributes to broader research on paradox management, agility and resilience, and cross-cultural management within OSCM.