Examining the impact of paradoxical cognition of customer as leader on supplier resilience: a knowledge-based view
基于知识观，研究客户作为领导者的矛盾认知如何通过客户-供应商知识共享和协作创新提升供应商韧性，基于255组中国制造业二元数据验证。
Purpose This study aims to explore, from the perspective of suppliers and based on the knowledge base view, how the paradoxical cognition of customer as leader can enhance supplier resilience through specific mechanisms in the context of supply chain disruptions. Design/methodology/approach Quantitatively analyzed 255 sets of binary customer–supplier data collected from the Chinese manufacturing industry. Through semistructured interviews with 23 of these customers and their suppliers, the authors conducted a qualitative analysis. Findings Although scholars are increasingly recognizing the importance of suppliers, existing literature still tends to focus more on purchasing companies rather than suppliers as the unit of analysis. This study confirms from the supplier’s perspective that paradoxical cognition of customer as leader had a significant positive effect on supplier resilience. Customer–supplier knowledge sharing, and collaborative innovation acted as a chain mediator. The social media use has played a positive regulatory role. Qualitative analysis also provides additional policy and industry insights. Research limitations/implications This study used cross-sectional data and focused solely on Chinese manufacturing, which limits the possibility of causal inference. Therefore, it is important to conduct research on other cultures and industries, as well as longitudinal studies. Originality/value To the best of the authors’ knowledge, this is the first study to apply the knowledge perspective to the relationship between paradoxical cognition of customer as leader and supplier resilience, expanding the theoretical boundaries of paradoxical cognition and supplier resilience research.