The potential of psychological capital: a review of its impact on social psychology in enhancing supply chain management in endemic era

Setioningtyas, Widhayani Puri; Fodor, Zita Júlia; Dunay, Anna Article The potential of psychological capital: a review of its impact on social psychology in enhancing supply chain management in endemic era Cogent Business & Management Provided in Cooperation with: Taylor & Francis Group Suggested Citation: Setioningtyas, Widhayani Puri; Fodor, Zita Júlia; Dunay, Anna (2024) : The potential of psychological capital: a review of its impact on social psychology in enhancing supply chain management in endemic era, Cogent Business & Management, ISSN 2331-1975, Taylor & Francis, Abingdon, Vol. 11, Iss. 1, pp. 1-30, https://doi.org/10.1080/23311975.2024.2396534 This Version is available at: https://hdl.handle.net/10419/326528 Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. 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If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by/4.0/ Cogent Business & Management ISSN: 2331-1975 (Online) Journal homepage: www.tandfonline.com/journals/oabm20 The potential of psychological capital: a review of its impact on social psychology in enhancing supply chain management in endemic era Widhayani Puri Setioningtyas, Zita Júlia Fodor & Anna Dunay To cite this article: Widhayani Puri Setioningtyas, Zita Júlia Fodor & Anna Dunay (2024) The potential of psychological capital: a review of its impact on social psychology in enhancing supply chain management in endemic era, Cogent Business & Management, 11:1, 2396534, DOI: 10.1080/23311975.2024.2396534 To link to this article: https://doi.org/10.1080/23311975.2024.2396534 © 2024 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group Published online: 03 Sep 2024. Submit your article to this journal Article views: 1105 View related articles View Crossmark data Full Terms & Conditions of access and use can be found at https://www.tandfonline.com/action/journalInformation?journalCode=oabm20 OperatiOns ManageMent | review article Cogent Business & ManageMent 2024, VoL. 11, no. 1, 2396534 The potential of psychological capital: a review of its impact on social psychology in enhancing supply chain management in endemic era widhayani puri setioningtyasa , Zita Júlia Fodora and anna Dunayb aHungarian university of agriculture and Life sciences, gödöllő, Hungary; bJohn Von neumann university, Budapest, Hungary ABSTRACT this study delves into the potential role of psychological capital (psycap) on social psychology (socpsych) within the realm of supply chain management (scM). By exploring dimensions such as trust, power, perception, and social factors, it seeks to unearth their collective potential in optimizing scM practices. the research employs a hybrid search strategy, seamlessly integrating backward snowballing and forward snowballing techniques, yielding a robust dataset of 344 sources. after rigorous analysis, 60 sources, comprising academic journals, review journals, and books from web of science and scopus, were selected for review. the findings provide theoretical insights into the role of psycap in shaping socpsych, a critical factor in enhancing scM performance. additionally, potential barriers within scM practices are also explored. However, it is crucial to emphasize the necessity for further empirical investigations to validate these proposed relationships and mechanisms within the complex landscape of real-world supply chain contexts. Despite inherent limitations, this study provides valuable insights that can guide future research endeavors and practical applications in the dynamic field of scM. the integration of psychological and social dimensions holds promises to redefine and elevate scM strategies for the benefit of organizations worldwide, specifically in the endemic era. Introduction the global pandemic caused by the coronavirus, spanning three years from early 2020 to the end of 2022, has posed unprecedented challenges to societies and economic systems worldwide. Many businesses have been compelled to halt or restrict their operations, leading to significant declines in revenues. consequently, companies, industries, and markets have had to swiftly adapt to ensure their market positioning, overall performance, sustainability, and the well-being of their employees (grözinger et al., 2022). according to rego et al. (2012), employees play a pivotal role in nurturing creativity and innovation, thus contributing to a company’s competitive advantage (luthans et al., 2007a). However, the pandemic has heightened stress levels and psychological issues among employees across the globe (aknin et al., 2022; robinson et al., 2022), leading to a significant decline in employees’ creativity and innovative performance. similarly, Helton and Head (2012) have reported that psychological problems such as stress and anxiety stemming from crisis situations have a detrimental impact on performance. consequently, recent studies have shifted their focus to intangible resources that can provide companies with a sustained competitive advantage, with a particular emphasis on psychological capital (psycap) (luthans et al., 2007a). psycap consists of four fundamental constructs: hope, self-efficacy, resilience, and optimism. these © 2024 the author(s). Published by informa uK Limited, trading as taylor & Francis group CONTACT Widhayani Puri setioningtyas [email protected] Hungarian university of agriculture and Life sciences, gödöllő 2100, Hungary. https://doi.org/10.1080/23311975.2024.2396534 this is an open access article distributed under the terms of the Creative Commons attribution License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. the terms on which this article has been published allow the posting of the accepted Manuscript in a repository by the author(s) or with their consent. ARTICLE HISTORY received 25 October 2023 revised 7 april 2024 accepted 17 august 2024 KEYWORDS psychological capital; social psychology; supply chain management; Operations management; endemic cOviD-19 SUBJECTS Multidisciplinary psychology; Business and Management; social capital; supply chain Management 2 w. p. setiOningtYas etal. constructs empower individuals to adapt to their environment, effectively manage stress, improve well-being, and ultimately offer a competitive advantage to both employees and the organization (Y. tang et al., 2019). psycap is recognized as a fundamental state in employees, fostering positive behaviors (giancaspro et al., 2022; paliga et al., 2022), which, in turn, contribute to a company’s survival. another study has highlighted the significant impact of psycap on adaptive performance, which is mediated by social capital (sc) (luo et al., 2021). employees with a substantial amount of psycap tend to reach their full potential and seek solutions, thereby enhancing their adaptive performance (Breevaart et al., 2015). in this dynamic, sc facilitates employee social interaction and trust, thus augmenting their adaptability (ghitulescu, 2013). Moreover, individuals often utilize their relational resources (social capital) to address crises and safeguard other resources when confronted with uncertainty, challenges, and pressure. employees with ample sc can mobilize resources, explore solutions, and enhance their adaptive performance. in this context, employees with a significant amount of psycap and sc can bolster employee performance, thereby aiding the company’s survival during a crisis. Furthermore, scholars have identified another pivotal element within organizations that plays a crucial role in addressing heightened competition: operations management, encompassing facets such as inventory management and supply chain management (scM) (singh et al., 2021). scM refers to the comprehensive system responsible for the movement of products and services from suppliers to customers, including organizational aspects, activities, information, resources, and human capital. However, it is known that outbreak of cOviD-19 led to severe disruptions in supply chains across nearly all industries globally (shen & sun, 2023). aman and seuring (2023) have emphasized that supply chain disruptions represent a significant vulnerability for emerging economies, and mitigating these disruptions involves recognizing various resources, such as financial, technological, informational, material, and human resources. therefore, the role of human capital in scM becomes evidently crucial. additionally, sc has been acknowledged for its contribution to enhancing the resilience of supply chains against disruptions (shen & sun, 2023). in the realm of behavioral scM, scholars have also identified the significant impact of social psychology (socpsych), on scM practices. notably, employee way of communication plays a pivotal role in daily supply chain decision-making (Doyle etal., 2021). align with this, Hong etal. (2022) have disclosed that employees’ perceived behavior has a moderately positive impact on scM practices. additionally, some researchers have integrated the concepts of cognitive and socpsych to scrutinize human behavior’s influence on the supply chain process (Bendoly et al., 2006). while numerous studies have explored the relationship between psychological factors and supply chain management (scM), a gap persists in understanding how psychological capital (psycap) is applied to influence social psychology (socpsych) within scM practices. this paper aims to fill this void by offering an initial analysis and providing theoretical insights into how psycap could potentially impact socpsych and contribute to scM performance, particularly in the endemic era. additionally, potential barriers to the implementation of scM will be investigated. the structure of the remaining sections of this paper is as follows: section 2 provides a brief review of the literature on psycap, socpsych, and scM. this includes theories, aspects, and the importance of these aspects within the organizational context. section 3 outlines the research methodology employed in this study. section 4 presents the results and subsequent discussion derived from the research. section 5 offers implications of the findings for practice. Finally, in section 6, the paper concludes by discussing limitations of the study and suggesting potential future directions for further research. Theory and hypotheses development in this section, we briefly explain the theories, dimensions of psycap, socpsych, and scM as well as emphasize the importance of these aspects in organizational context. Psychological capital (PsyCap) and its antecedents according to luthans and Youssef (2004), psycap is defined as an individual’s positive behavior and belief in their ability to succeed through motivated effort and perseverance. this construct encompasses four cOgent Business & ManageMent 3 dimension: hope, self-efficacy, resilience, and optimism, than can be measured, managed, and developed to enhance work outcomes (luthans etal., 2007a). Hope refers to the positive motivational state that guides individuals in achieving their career-related objectives. it involves planning, generating strategies, emotions, and beliefs individuals hold about their future goals (D. r. snyder & lopez, 2022). in the organizational context, hope encourages employees to be more inclined to select and accomplish challenging goals, resulting in enhanced performance (srivastava & Maurya, 2017). Furthermore, self-efficacy is the belief an individual holds in their ability to accomplish desired outcomes through their own actions (Bandura, 1978). self-efficacy helps employee to feel more confidence and conviction in their capacity to mobilize the necessary motivation, cognitive resources, and actions to successfully perform a specific task within a given context (stajkovic & luthans, 1998). On the other hand, resilience is characterized as the capacity to effectively rebound from challenges and adapt in a positive manner. within an organization, resilience enhances the employee ability to recover from adversity, conflict, failure and increase their responsibilities. employees who possess resilience are better equipped to manage stress, navigate conflict, learn from failure, tackle new challenges, and able to maintain their performance and even surpass previous levels of success in the face of difficulties (luthans, 2002; luthans et al., 2007b). lastly, optimism refers to a positive outlook or belief in achieving success in both the present and future (luthans, 2002; seligman, 1998). Optimism can enhance individual motivation and foster a positive expectancy, leading to improved performance outcomes. in the era of the endemic, it’s widely acknowledged that human capital becomes more susceptible to psychological issues such as stress and anxiety, leading to a significant decrease in performance (aknin etal., 2022; Helton & Head, 2012; robinson etal., 2022), as well as in innovation, and creativity (luthans et al., 2007b; sweetman et al., 2011). Moreover, many industries are also facing various challenges post-pandemic and are compelled to become more innovative and competitive in order to survive. in this context, psycap, has been recognized as effectively empowering individuals to adapt to changes, manage stress, and improve well-being, thereby fostering greater creativity, innovation, and performance (luthans et al., 2007b; sweetman et al., 2011). additionally, it serves as a potential force for firms to enhance innovation capability and sustain a competitive advantage in the dynamic business environment (le etal., 2018; rego etal., 2012). Hence, enhancing the psycap of individuals emerges as the most important solution and favorable choice to boost innovation and creativity, as well as to increase companies’ competitive advantage (le etal., 2018), especially in the era of the endemic. scholars emphasize the importance of considering external factors in cultivating psycap. recent studies have highlighted the significant impact of transformational leadership (tl) on psycap. specifically, concerning self-efficacy, prior research has shown that tl’s individualized consideration, which involves mentoring, counseling, coaching, and delegation of challenging tasks, fosters employees’ development of greater confidence in their abilities, particularly in task-specific skills necessary for goal pursuit (gooty et al., 2009; luthans et al., 2007b; rego et al., 2012). regarding optimism, le et al. (2018) suggest that tl use emotions to encourage positive thinking, fostering a positive vision and generating new ideas (leet al., 2018; rego etal., 2012). in terms of hope, tl build trust with employees, increasing their confidence in achieving goals through both determination and strategies (avolio et al., 2004). in relation to resilience, Bass (1990) proposes that tl interpret challenges as opportunities for growth, encouraging employees to see obstacles in a new light. Furthermore, employees perceive tl’s intellectual stimulation as providing diverse perspectives and potential solutions, motivating them to persist in reaching goals (rego et al., 2012). Furthermore, larson and luthans (2006) suggested that training and development programs aimed at enhancing specific skills and competencies can contribute to the development of psycap. training interventions that focus on building self-efficacy, optimism, and resilience can positively influence an individual’s level of psycap. Moreover, James et al. (2009) proposed that access to job resources such as autonomy, social support, and opportunities for growth and development can contribute to the development of psycap. employees who perceive their work environment as rich in resources are more likely to experience higher levels of self-efficacy, optimism, and resilience (James et al., 2009). Other studies have revealed that the organizational climate, characterized by trust, fairness, and supportiveness, plays a vital role in fostering the development of psycap among employees. when 4 w. p. setiOningtYas etal. employees perceive their organization as valuing and promoting positive psychological states, they are more likely to exhibit higher levels of psycap (luthans etal., 2007a). align with this, the implementation of organizational policies and practices prioritizing employee well-being and development can positively influence psycap. supportive policies related to work-life balance, health and wellness, and career development can contribute to enhancing psycap within the workforce (avey et al., 2011). lastly, luthans etal. (2015) suggested that individual traits and disposition, such as openness to experience and proactive personality, have been associated with higher levels of psycap. individuals predisposed towards optimism, resilience, and self-efficacy are more likely to naturally possess higher levels of psycap. these factors are proven to be crucial in shaping individuals’ psycap, thus warranting more attention in their development. Social Psychology (SocPsych) social psychology (socpsych) is a scientific field that examines how individuals’ attitudes, thoughts, and behaviors are influenced by particular groups of people or by their peers’ influence or mood. it focuses on the psychological processes of individuals in social contexts and highlights the social nature of human beings. in other words, it seeks to understand how social factors impact most individuals, regardless of their individual differences in personality (Kassin etal., 2015). singh etal. (2021) highlighted four fundamental concepts pivotal for comprehending how individuals engage with each other and establish relationships within a social context, including trust, power, perception, and social factors. in psychology, trust is viewed through two lenses: the person-centered perspective, examining general beliefs about others’ reliability (rotter, 1971; simpson, 2007), and the interpersonal perspective, focused on an individual’s trust in a specific partner due to interdependence (rempel etal., 1985). recently, psychology has increasingly explored workplace trust, which influences daily interactions among coworkers and supervisors (J. a. simpson & vieth, 2021). trust is also essential for work negotiations and even minor interactions like small talk (Mislin et al., 2011). Moreover, employees’ perception of their supervisors’ trust is vital. Feeling trusted leads to positive outcomes, such as improved organizational citizenship behavior (Brower et al., 2009). another concept is power, a fundamental concept in human relationships (alper, 2019; Hofstede, 1984), is inherent in various social structures, creating imbalances ranging from dictators to influential business leaders (sidanius & pratto, 1999; van vugt et al., 2008). recent psychology research has revitalized the study of power, emphasizing its significance at both individual and group levels. On an individual level, power plays a pivotal role in managing personal outcomes, predicting environments, and achieving individual goals (s.t. Fiske, 2004; guinote & vescio, 2010). However, power primarily operates within social contexts, where individuals interact with one another. at the group level, it facilitates the achievement of collective objectives, fostering coordination, problem-solving, and effective decision-making (Boehm & Flack, 2010; van vugt, 2006). previous studies have shed light on the potentially detrimental effects of power, including the promotion of stereotypes, corruption, and discrimination (goodwin et al., 2000; gruenfeld et al., 2008; Kipnis, 1972; vescio etal., 2005). conversely, scholarly investigations have also uncovered the positive aspects of power, revealing that individuals in positions of power tend to display proactivity, assertiveness, self-confidence, effective information processing, interpersonal sensitivity, and the ability to build stronger relationships with others (Briñol etal., 2007; Keltner etal., 2003; lee & tiedens, 2001; Mast etal., 2009). Furthermore, perception is an intricate cognitive process that shapes our understanding of the world by selecting, interpreting, organizing, and attributing significance to sensory input from our environment which in turn shapes our beliefs and attitudes (Karl e. weick, 2015). gibson (2014) revealed that perception guides decision-making, as personal interpretations inform our subsequent responses and behaviors. in social psychology, perception relies on intricate cognitive mechanisms facilitating effective processing of social information. these include attention, which helps us focus on relevant details and filter distractions, and categorization, which groups people based on similarities, activating schemas for efficient processing (Ben-Zeev, 1988; 1988; wilterson et al., 2020). these cognitive processes equip us to navigate complex social interactions and make sense of intricate situations. cOgent Business & ManageMent 5 lastly, social factors encompass a range of external influences that shape individual and collective behavior in society. these factors include cultural, economic, political, social, and technological dimensions. culture, for instance, influences individuals through beliefs, values, customs, language, religion, rituals, and art. the economic landscape, including income, employment, and wealth distribution, significantly affects people’s lives and interactions (smith et al., 2018). political systems and governance structures shape laws, policies, and power dynamics, impacting citizens’ rights and civic engagement. these factors also influence participation in organized social life and commitment to shared institutions (thorlindsson & Bernburg, 2004). institutions like family, education, religion, and the legal system play key roles in socialization and regulating behavior, transmitting cultural values, and providing frameworks for social interactions (Kurz, 2021). lastly, social networks, including technology like the internet and social media, influence communication and information sharing. erving goffman’s dramaturgical theory highlights how individuals adapt their behavior based on social networks and expectations (Merunková & Šlerka, 2019). this emphasizes the complex relationship between human behavior and the ever-changing dynamics of modern social networks, especially in the digital age. Supply chain management (SCM) Mentzer etal. (2001) define the supply chain as a network of three or more organizations managing the flow of products, services, finances, and information. this network spans upstream (supply) and downstream (distribution) entities, including the end consumer. lambert et al. (1998) describe supply chain management (scM) as the integration of business activities between end users and suppliers to deliver valuable goods, services, and information. scM orchestrates various legal entities, such as raw material suppliers, logistics providers, manufacturers, and customers, to optimize material, information, and financial flows, meeting customer demand and boosting supply chain competitiveness. scM encompasses sourcing, procurement, production, logistics, distribution, inventory management, order fulfillment, reverse logistics, and collaboration with partners. effective scM hinges on nurturing relationships with suppliers, logistics providers, and customers, ultimately resulting in operational efficiency, cost savings, customer responsiveness, and enhanced supply chain performance (ed, 2008). according to scholars, several key dimensions contribute to a successful scM. First, operations management play a pivotal strategic role, aligning with organizational objectives to enhance competitiveness. techniques like vendor-managed inventories and distribution resource planning, both within companies and across the supply chain, facilitate this alignment (Demeter & gelei, 2004). secondly, effective scM involves increased coordination and integration of material processes to support deployment, minimizing uncertainties from the demand side. this approach bolsters competitiveness and ensures operations contribute to strategy execution (Douglas M. lambert & cooper, 2000). a process-centric view is increasingly embraced, reducing uncertainties in material processes and lead times, enhancing business process efficiency and effectiveness (Douglas M. lambert & cooper, 2000). lastly, successful scM relies on forging robust partnerships among collaborating companies, shaping the nature of their cooperation. long-term partnerships are vital for heightened investment in relation-specific assets (Martin christopher & Juttner, 2000). Bensaou (1999) underscores the link between specific investments by partners and strategic partnership practices. Human role in SCM levels Human roles play a vital role in ensuring the efficient functioning and coordination of the supply chain within supply chain management (scM). these roles can be classified into distinct levels, namely strategic, tactical, and operational, based on their scope and responsibilities. at the strategic level, human roles involve the formulation of supply chain strategies, goal setting, and alignment with organizational objectives. examples of key roles at this level include supply chain strategists (chopra & Meindl, 2004), chief supply chain Officers (cscOs) (Douglas M lambert, 2004), and supply chain planners (simchi-levi et al. 2008). Moreover, human roles at the tactical level focus on translating strategic plans into actionable activities and managing day-to-day operations. Key roles at this level encompass procurement managers (Monczka etal., 2020), production planners (Bueno etal., 2020), and logistic coordinators (rushton etal., 6 w. p. setiOningtYas etal. 2014). lastly, at the operational level, human roles are responsible for executing and monitoring the actual flow of goods and services throughout the supply chain. noteworthy roles at this level include warehouse operators (Bowersox et al., 2004), transportation managers (M. christopher, 2016), and inventory analysts (Jacobs & chase, 2020). this underscores the significance of human involvement in scM, necessitating a greater emphasis on factors that influence their development, contribution, and overall performance. Method we conducted a comprehensive literature review to explore the potential relationship between psychological capital (psycap) and social psychology (socpsych) in the context of advancing supply chain management (scM). Drawing from scholarly insights, a literature review is a methodical approach aimed at systematically collecting and synthesizing existing research (Baumeister & leary, 1997; tranfield et al., 2003). a well-executed and rigorous review serves as a robust foundation for advancing knowledge, aiding theory development, and shedding light on interdisciplinary and fragmented research areas. this method is particularly valuable for summarizing research findings at a meta-level and pinpointing areas requiring further investigation, crucial for constructing conceptual frameworks and theoretical models (H. snyder, 2019). this review encompasses two distinct phases. the initial phase involves the collection and selection of data sources for review. subsequently, the second phase entails the systematic categorization, coding, and analysis of the amassed data. the outcomes of this process are then expounded upon in the results and discussion section of the chapter. First stage: Gathering and sampling data of PsyCap, SocPsych, and SCM the research initiation involved the utilization of a meticulously crafted set of research queries designed to facilitate the retrieval of pertinent data sources. this endeavor was further advanced through the implementation of a hybrid search strategy, which encompassed both backward snowballing and forward snowballing techniques. these distinctive processes were carried out employing prominent academic databases, namely scopus and the web of science (wOs). it’s crucial to note that these two processes were executed as distinct and independent phases, aligning with established methodologies as detailed in the works of wohlin (2014), and Mourao et al. (2017). this approach was thoughtfully selected to enhance the precision and comprehensiveness of our search for relevant academic materials. it’s worth noting that this strategy is widely recognized and acknowledged as the most suitable and effective approach for identifying potential articles (Mourao et al., 2017), that align with the scope and objectives of our research. Following the completion of the backward snowballing procedure, we proceeded to undertake another essential step, namely the forward snowballing. During this phase, we employed a specific set of queries to guide our search efforts. these queries included ‘psychological capital’ anD ‘social psychology’ Or ‘psychology social’ anD ‘supply chain management’. this meticulous approach was employed to identify additional relevant articles and expand our dataset comprehensively. the refinement of this research was carried out by selecting english-language materials from various sources, encompassing articles and review articles within the subject area of economics, Business, Management, and Operation Management spanning all available time periods. as a result, we found 344 documents. the findings of this literature search are visually represented in table 1. Following the initial document research, a rigorous screening process was implemented to refine the dataset. this process involved the removal of duplicate records, documents lacking complete bibliographic information, and those published in languages other than english. additionally, documents with an english abstract but a different language for the main text were excluded. Furthermore, any documents that did not primarily focus on the themes of psycap, socpsych, or scM, even if they made passing mentions of these concepts, were also eliminated. this meticulous curation process resulted in the removal of 244 documents, leaving a total of 100 documents from the initial set. cOgent Business & ManageMent 7 subsequently, a comprehensive content review, conducted by one of the co-authors, further refined the selection. During this phase, 40 documents were excluded due to their lack of relevance to the specific themes of psycap, socpsych, and scM. this step resulting in a final dataset of 60 documents that were utilized to delve into the topics of psycap, socpsych, or scM. the journal publications about psycap, psychsoc, and scM is presented in table 2. table 2 provides an overview of journal publications related to psycap, psychsoc, and scM. notably, Frontiers in psychology (15%), Journal of Operations Management (7%), and Journal of supply chain Management (7%) have the highest publication records in this area. apart from these top three journals, the remaining 41 articles are distributed across 35 other journals, illustrating the fragmented nature of Table 1. Details of the literature search. item Description source articles, Review articles, Books Query toPiC: ‘Psychological Capital’ anD ‘social Psychology’ oR ‘Psychology social’ anD ‘supply Chain Management’. Refined by: Languages: (english) subject area: economics, Business, Management, operation Management. source type: articles, Review articles Year: any period Hits 344 Papers retained after: • Cite selection 250 • title and abstract selection 100 • Full-text selection 60 Table 2. Journal publications about PsyCap, Psychsoc, and sCM. Journal Count Percentage Academy of Management Journal 2 3 Academy of Management review 1 2 American Journal of Industrial and Business Management 1 2 American Psychologist 1 2 Book 2 3 Business Process Management Journal 2 3 European Journal of Innovation Management 1 2 Frontiers in Psychology 9 15 Gomal University Journal of Research 1 2 Human Resource Development Quarterly 1 2 Industrial Marketing Management 1 2 Industrial Technological Development (Routledge Revivals) A Network Approach 1 2 International Journal of Disaster Risk Reduction 1 2 International Journal of Logistics research and Applications 1 2 International Journal of Operations and Production Management 1 2 International journal of Procurement Management 1 2 International Journal of Production Economics 1 2 International Journal of Production Research 1 2 Journal of Business Research 1 2 Journal of Global Operations and Strategic Sourcing 1 2 Journal of Knowledge Management 1 2 Journal of Management Development 1 2 Journal of Marketing 1 2 Journal of Operations Management 4 7 Journal of Personality and Social Psychology 3 5 Journal of Purchasing and Supply Management 1 2 Journal of Supply Chain Management 4 7 Leadership & Organization Development Journal 1 2 Occupational Health Psychology: From burnout to well-being 1 2 Organizational Psychology Review 1 2 Personnel Psychology 1 2 Production and Operations Management 1 2 Risk, Hazards, and Crisis in Public Policy 1 2 Supply Chain Forum: An International Journal 1 2 Supply Chain Management: An International Journal 1 2 Sustainability 2 3 The International Journal of Management Science 1 2 The Journal of Applied Behavioral Science 1 2 The Journal of Psychology: Interdisciplinary and Applied 1 2 The Journal of Supply Chain Management: A Global Review of Purchasing and Supply 1 2 14 w. p. setiOningtYas etal. indeed, the concept of psycap assumes a pivotal role in cultivating favorable perceptions, thereby stimulating constructive behaviors (luthans et al., 2007a; tang, 2020; tanner et al., 2022), including heightened commitment (gan & cheng, 2021; Hu et al., 2021; Hussain & nawaz, 2019), increased openness to communication and information sharing (goswami & agrawal, 2022), which consequently nurtures trust and fosters a positive impression among supply chain partners. this proactive approach also functions as a protective shield against potential adverse impacts stemming from social factors, which concurrently influence individuals’ perceptions of value. these perceptions, working in a mutually reinforcing manner, hold significant influence over how participants within the supply chain interpret information, make choices, and partake in collaborative efforts. when these perceptions are harmonized among partners, they facilitate smooth communication and well-coordinated decision-making, ultimately fostering an environment that is conducive to effective collaboration. PsyCap – SocPsych (social factors) – SCM social factors are foundational concepts in sociology and other social sciences, providing insights into the intricate relationship between individuals and their social surroundings. they encompass the diverse aspects of social elements and interactions that impact human behavior, beliefs, attitudes, and actions. these factors have a significant influence on shaping individuals’ perspectives, perceptions, choices, and also impact the dynamics of groups and communities. social factors originate from various sources. Firstly, culture constitutes shared beliefs, norms, values, traditions, and practices in a society. it profoundly shapes individuals’ worldviews, decision-making processes, and interactions. secondly, socialization is the process through which individuals learn and internalize societal norms, values, and behaviors. this occurs primarily through interactions with family, peers, media, educational institutions, and religious organizations. thirdly, social institutions like family, religion, economy, education systems, and government structures guide social interactions and behaviors. these frameworks determine individuals’ roles and responsibilities, exerting substantial influence on social factors. social class and stratification constitute another source of social factors, significantly impacting resource access, lifestyles, and opportunities. Distinct social classes, defined by income, education, and social networks, lead to varied perspectives, behaviors, and opportunities. additionally, social networks influence behavior through shared norms, peer pressure, and information dissemination. social norms, unwritten guidelines for acceptable behavior, shape behaviors and have consequences when violated or conformed to. lastly, social identity and group membership affect self-perception, attitudes, and behaviors. Factors like nationality, gender, ethnicity, and religion play a role in shaping individual perspectives and interactions. in the realm of scM, goetz et al. (2023) have discovered a direct correlation between social factors and the intricate process of value co-creation within the supply chain. Furthermore, other research endeavors have acknowledged the noteworthy impact of social factors, particularly those related to social networks, on individuals’ patterns of purchasing behavior and their adeptness in managing supply chain relationships (J. Hong et al., 2022; Johnston & lewin 1996; webster & wind, 1972). consequently, an individual’s unique historical trajectory through diverse social groups or networks emerges as a pivotal determinant. it is important to underscore that within operations and scM, social considerations can be more precisely categorized into aspects related to products or processes that impact human safety, well-being, community development, and the avoidance of harm. consequently, the strategic mitigation of social risks assumes critical importance as it not only unlocks new prospects but also enhances operational efficiency and scM practices, thereby culminating in an overarching improvement in firm performance (Klassen & vereecke, 2012). within the context of psycap, it is well-established that psycap plays a central role in fostering positive cognitive processes within individuals, irrespective of the influence exerted by external social factors. this, in turn, translates into favorable perceptions and positive behaviors (luthans et al., 2007a; J. tang, 2020; tanner et al., 2022). these behaviors encompass heightened receptiveness to communication and information sharing, elevated self-confidence and self-control, increased work engagement, collaboration cOgent Business & ManageMent 15 and a preventive effect on emotional exhaustion, strain, and fatigue (giancaspro etal., 2022; goswami & agrawal, 2022). in essence, psycap serves as a guiding force that steers individuals toward positive conduct, independent of the social factors that may exert influence. this, in turn, yields a beneficial impact on the overall performance of scM. The barriers within the SCM practices the identification and acknowledgment of barriers are pivotal factors contributing to the efficacy of scM practices. consequently, it is imperative to discern these barriers, enabling managers to proactively devise strategies for their resolution. the subsequent sections will elucidate potential barriers encountered in scM practices. The managerial barriers the significance of information sharing in facilitating the successful progression of scM has been duly acknowledged in scholarly discourse (Khurana etal., 2011). However, it is imperative to note that several barriers to effective information sharing have been identified, which can potentially disrupt overall scM practices. as per scholarly insights, disruptions may arise when managers overseeing the supply chain fail to recognize the advantages of information sharing or lack confidence in the information sharing systems (Marsh & Flanagan, 2000). similarly, Zipf (2000) has expounded that challenges in information sharing often stem from the absence of leadership and managerial guidance in this regard. another academic viewpoint suggests that the adoption of coordinated managerial guidance is more effective for information sharing than the imposition of a top-down hierarchical leadership approach (curry & Moore, 2003). Furthermore, barriers to information sharing encompass insufficient experience, inadequate training, and low digital literacy, particularly in the context of emerging technologies (stephenson & Blaza, 2001; weippert etal., 2002). consequently, to facilitate effective information sharing at all organizational levels, it is imperative to implement comprehensive training programs, coupled with ongoing support and well-defined guidelines. Fawcett et al. (2008) brought to light that the absence of trust poses a challenge when it comes to sharing sensitive information. Managers may harbor reservations about certain members of the supply chain, fearing that they cannot be relied upon to handle sensitive information responsibly. in line with this assertion, Mccarter and northcraft (2007) proposed that past experience of opportunistic behavior of the supply chain members in using the information create hesitation to share the information. Figure 3 illustrates the relationship between psycap, trust, and scM, along with the potential barriers to its implementation. The organizational barriers scholars have highlighted that the structure of an organization and the various groups involved can pose challenges to information sharing initiatives. such initiatives typically necessitate substantial changes in both individual and organizational processes and behaviors. resistance to these changes is commonplace, often stemming from structural conflicts and varying managerial practices among different organizations within the supply chain. Failure to promptly address these entrenched barriers can result in setbacks and disappointments (Khurana et al., 2011). tsai (2002) has additionally postulated that organizations characterized by strong hierarchical structures and centralization exert a notable influence on the sharing of information within a supply chain. the inclination of employees to share information is significantly diminished in such contexts due to restricted autonomy and the requirement to seek managerial permission for virtually every decision. another study has discovered that small and medium-sized enterprises (sMes) often perceive information sharing as a practice more suitable for larger companies, as it is viewed as potentially burdensome in terms of cost, with limited expected returns on investment for their own businesses (ramon gil-garcia 16 w. p. setiOningtYas etal. et al., 2007). Furthermore, stringent administrative processes and a high degree of bureaucracy have a dampening effect on the culture of information sharing within the supply chain (Bureš, 2003). the presence of formal guidelines, procedures, and regulations can also act as barriers to effective information sharing. in contrast, organizations characterized by less formalized structures and arrangements tend to foster more open and flexible interactions among employees, yielding greater benefits for the supply chain (tsai, 2002; willem & Buelens, 2006). Figure 4 visually represents the relationship between psycap, perceptions, and scM, in addition to outlining the potential barriers that may hinder its implementation. Financial barrier it is widely recognized that substantial financial resources are imperative to revamp internal organizational and technical processes, transform traditional and fundamental product distribution channels, enhance customer service procedures, and adequately train staff in order to achieve efficient supply chain practices (Motwani etal., 2000). Furthermore, studies have revealed that financial constraints pose a significant barrier to information sharing within the supply chain. the predominant challenges revolve around the costs associated with supporting the infrastructure and the manpower requirements of information systems (Khurana et al., 2011). additionally, it has been reported that the implementation of information sharing systems can become prohibitively expensive, particularly in supply chains with numerous members (clark & Hammond, 1997). consequently, a significant portion of supply chain members may face limitations in investing in sophisticated infrastructure for the utilization of information technology tools for tasks such as ordering and business processing, primarily due to financial constraints (H. l. lee & whang, 2000). align with this statement, another scholars initiated that the initial set up cost of specialized man-power and training of personnel as well as the running cost of maintenance as one of the major barriers in the implementation of information sharing systems (chong & pervan, 2007; Damaskopoulos & evgeniou, 2003; love et al., 2001). Figure 4. the PsyCap-Perception-sCM relationship and the potential barriers to its implementation. Source: author’s own construction. cOgent Business & ManageMent 17 Technological barriers the progress in information technology has undeniably offered more effective means of sharing and integrating information, resulting in heightened ease of information exchange and improved overall scM performance. research has unveiled that the complexity of a technology is a substantial determinant influencing the adoption of information sharing practices (rocheleau, 1993). various organizations may employ diverse software, hardware, data standards, definitions, programming languages, and integrating these disparate elements can pose significant challenges. Hoffman and Mehra (2000) have underscored that technological factors can be primary culprits behind the failure of information systems within the supply chain, emphasizing the need for proactive measures. corroborating this perspective, scholars have suggested that deficiencies in it infrastructure may be attributed to financial constraints and a lack of awareness and commitment from top management regarding the utilization of it tools in the supply chain (Jharkharia & shankar, 2005). according to Dawes (1996), disparities in the technological capabilities among chain members can represent a significant obstacle to their engagement in inter-organizational information systems. Moreover, a major hindrance to information sharing is the inability of professionals to sustain requisite levels of knowledge and expertise due to the rapid and drastic evolution of technology within information sharing systems (Holden etal., 2003). Individual barriers it is acknowledged that individual barriers can be derived from behavior and actions of both individuals and groups within or across different business functions. For instance, constant etal. (1994) revealed that an organization’s endeavors to promote and streamline information sharing through investments in collaborative information and communication technology can prove futile if employees are not inclined to share information willingly. they further asserted that individuals who experience contentment and satisfaction within their organization are more inclined to engage in information sharing compared to those who are dissatisfied. another researcher has illuminated the phenomenon wherein some individuals may perceive themselves as already burdened with an overload of information to share. information overload is defined as having an excess of pertinent information that surpasses one’s capacity for assimilation. paradoxically, this excess can sometimes impede decision-making effectiveness, as an abundance of information may overwhelm and confuse decision-makers (Khurana et al., 2011). additionally, certain studies have proposed that, at times, employees consider information as a symbol of power. they harbor the belief that sharing information diminishes their authority, ownership, and the privilege of possessing vital information (Kolekofski & Heminger, 2003). similarly, ardichvili et al. (2003) stated that sharing information is often perceived as a loss of power and social influence. these factors act as barriers to information sharing and can lead to what is termed as ‘information pathologies’, including the retention of information from colleagues to demonstrate superiority (Jarvenpaa & staples, 2000). Furthermore, childerhouse and towill (2015) discovered that the effectiveness of information sharing systems primarily hinges on the behaviors and attitudes of individuals, rather than being solely reliant on technological solutions. these managers underscored that resolving technical issues is often simpler than addressing the more entrenched challenges associated with behavioral issues. it is also recognized that employees often harbor apprehensions about sharing information. they may fear making mistakes in the information they share and dread potential blame if the information is perceived as incorrect or ambiguous. Furthermore, there is a concern about facing penalties if the shared information is misinterpreted. additionally, a common human barrier to information sharing is the fear of becoming redundant and losing significance after sharing information (love etal., 2001). Figure 5 provides a visual representation of the relationship between psycap, power, and scM, along with an illustration of potential barriers to its implementation. Socio-cultural barriers according to curry and Moore (2003), the cultural divide among various stakeholders within an organization emerges as a substantial barrier in supply chain practices. Divergent working methods, techniques, 18 w. p. setiOningtYas etal. and corporate cultures between organizations can hinder information sharing in the supply chain. it is imperative for the organizational culture to be aligned with scM objectives, fostering an environment that garners the support, enthusiasm, and cooperation of both staff and management (curry & Moore, 2003). Furthermore, a lack of commitment and a non-harmonious work environment among employees represent significant social barriers, especially concerning information sharing within the supply chain. another scholar has proposed that information sharing can be encouraged through the establishment of cultural norms within the organization. in support of this notion, connelly and Kevin Kelloway (2003) unveiled the impact of organizational culture on employees’ attitudes toward information sharing. additionally, employees’ perceptions regarding organizational cooperativeness and the fairness of organizational procedures exert a substantial influence on their willingness to share information in the workplace (H. l. lee & whang, 2000). Figure 6 offers a visual representation of the relationship between psycap, social factors, and scM. it also outlines potential barriers that may impede its implementation. Discussion and future research industries and human capital have encountered unprecedented challenges during the cOviD-19 pandemic. in the post-pandemic (endemic) era, employees face heightened competitiveness to achieve greater performance, crucial for creating companies’ competitive advantage and ensuring survivability. However, their stress levels and psychological issues have also increased. During this time, psychological capital (psycap) is recognized as a crucial factor in empowering individuals and fostering positive behaviors (giancaspro etal., 2022; paliga etal., 2022), thereby contributing to a company’s survival. additionally, social psychology (socpsych) and supply chain management (scM) play pivotal roles in addressing crises and safeguarding other resources in the face of uncertainty, challenges, and pressure, thereby aiding the company’s survival. this paper significantly contributes to the theoretical advancement in the fields of psychology, social capital, and scM. Firstly, trust, a key attribute of socpsych, has been significantly linked to relationship dynamics among supply chain partners (Brinkhoff et al., 2015; ghitulescu, 2013; i. g. Kwon & suh, 2004). additionally, a potential link has been identified between positive psychological attributes and social Figure 5. the PsyCap-Power-sCM relationship and the potential barriers to its implementation. Source: author’s own construction. cOgent Business & ManageMent 19 exchanges (ahmad et al., 2022). to bridge the theoretical gaps between psycap, socpsych, and scM, this study has examined the theoretical correlation between psycap and socpsych, particularly focusing on trust, within the context of scM. the findings suggest that the development of psycap can contribute to enhancing employees’ level of work engagement and interaction with colleagues, thereby cultivating trust and fostering stronger connections and value-sharing among organization members (nahapiet & ghoshal, 2009). this, in turn, facilitates a conducive environment, smoother integration, and alignment within the organization (luo et al., 2021), which are essential for increasing scM performance. secondly, another socpsych attribute, namely power, has been relatively unexplored in the context of supply chain relationships (reimann & Ketchen, 2017). power is known to be strategically employed to secure a larger portion of resources considered vital, scarce, and difficult to substitute in supply chain relationships (crook & combs, 2007). However, power can sometimes be wielded in a domineering manner by certain firms with the intention of controlling all resources for their own benefit. the findings suggests that psycap is assumed to be crucial because it fosters the cultivation of positive emotions and constructive actions (albrecht et al., 2023; giancaspro etal., 2022; ullah etal., 2023), which can enhance collaboration and potentially mitigate the excessive use of power among supply chain members, thereby enhancing overall scM performance. these results bridge the theoretical gaps between psycap, socpsych, specifically in terms of power dynamics, and scM. thirdly, perception, as a socpsych attribute, is recognized for its impact on individuals’ ability to process and interpret social information, leading to increased social interactions (J. Hong et al., 2022; Hu etal., 2021) and greater engagement in diverse social networks and affiliations (Bakker & Kamann, 2007). this robust social connectivity and collaborative interactions within supply chain networks. However, the Figure 6. the PsyCap-social factors-sCM relationship and the potential barriers to its implementation. Source: author’s own construction. 20 w. p. setiOningtYas etal. role of psycap in cultivating socpsych, particularly in perception within the context of scM, remains unclear. to address these theoretical gaps, the paper proposes an analysis linking psycap, socpsych, specifically in terms of perceptions, and scM. the findings suggest that cultivating psycap remains crucial in developing individuals’ cognitive processes and perspectives (M. e. seligman & csikszentmihalyi, 2000), resulting in favorable perceptions that foster positive impressions and trust among supply chain members (luthans et al., 2007a; J. tang, 2020; tanner et al., 2022). this, in turn, can enhance harmonization among supply chain partners, facilitate smooth communication, and foster a conducive environment for collaboration, thereby improving overall scM performance. lastly, social factors, as socpsych attributes, significantly influence individuals’ perspectives, perceptions, choices, and the dynamics of groups and communities. social factors have been recognized for their direct impact on the process of value co-creation within the supply chain (goetz et al., 2023). However, the influence of psycap on the impact of socpsych, specifically in terms of social factors within scM, has never been explored. to bridge this theoretical gap, this paper examines the role of psycap on individuals and how it correlates with socpsych, specifically in terms of social factors within the context of scM. the results suggest that developing psycap remains crucial for fostering positive cognitive processes, which in turn result in positive behaviors such as increased self-confidence and self-control, as well as decreased emotional exhaustion, stress, and fatigue (giancaspro et al., 2022; goswami & agrawal, 2022). these factors protect individuals from the negative impacts that may result from social factors. essentially, psycap acts as a guiding force that directs individuals towards positive behavior, regardless of the influence exerted by social factors. this, in turn, has a beneficial impact on the overall performance of scM. Finally, the findings of this study are particularly crucial, especially during the transition from the pandemic to the endemic era, which imposes increased pressure and competition on employees and industries. previous studies suggested that developing socpsych and scM would suffice for ensuring the survivability of industries, but it has been found otherwise. Human capital and their psycap are recognized as the primary forces with great potential to assist industries in gaining competitive advantage, thereby ensuring their survivability. therefore, developing psycap appears to be the most optimal strategy for industries, alongside the development of socpsych and scM, particularly in the era of endemic. However, it’s important to note that there are still several research gaps within studies in the fields of psycap, socpsych, and scM. For instance, earlier scholars have acknowledged that the effectiveness of scM, particularly concerning the sharing of information systems, depends on the behavior and attitudes of individuals rather than solely relying on technological solutions (childerhouse & towill, 2015). childerhouse and towill (2015) further stated that addressing technical issues is typically less challenging than tackling the more deeply ingrained challenges associated with behavioral and attitudinal aspects. However, there is still a noticeable lack of specific information explaining the significant factors that shape these attitudes and behaviors, highlighting the need for further investigation. Furthermore, insights from psychology literature reveal that perception is inherently subjective, shaped by intricate cognitive processes intertwined with personal attributes (Bakker & Kamann, 2007; Huff, 1990). this understanding presents a challenge as behaviors adapt to perceptions, while individuals’ historical trajectory through social groups also influences their perceptions and behaviors (Bakker & Kamann, 2007). Moreover, weick (2007) underscores the significance of past experiences, such as critical incidents, in shaping present practices, including the management of supply relationships. However, the extent to which individuals’ historical trajectory or past experiences influence psycap development within socpsych and scM performance has yet to be thoroughly investigated. recognizing these factors is essential for cultivating psycap and fostering resilience, self-efficacy, and optimism. By learning from historical trajectories and past experiences, individuals can potentially develop the positive psychological resources crucial for personal and professional growth. another study has acknowledged that leaderships has a significant impact of psycap and known as the driving force behind the supply chain system (prabhu & srivastava, 2023; terziovski & Hermel, 2011). However, the role of leaderships in the relationships between psycap, socpsych and scM is still unclear. analyzing the role of leadership in the relationship between psycap, socpsych, and scM is essential because its might potentially create a positive organizational climate, facilitate social support networks, role model adaptive behaviors, align goals, and support learning and development initiatives, all of which contribute to the cultivation of psycap and socpsych and the success of scM efforts. cOgent Business & ManageMent 21 additionally, given the recognized importance of environmental impact within supply chain networks, it is essential to conduct research that explores its operational aspects. integrating environmental issues into future studies within the context of scM is vital for advancing sustainability, ensuring regulatory compliance, cutting costs, managing risks, enhancing reputation, fostering innovation, gaining competitive advantage, and ensuring long-term viability. By incorporating environmental considerations into scM practices, organizations can generate value for stakeholders while minimizing their environmental footprint and contributing to a more sustainable future. Implications the findings of this study have significant implications for both academia and practice. From an academic perspective, this research sheds light on the relatively unexplored intersection of psycap, socpsych, and scM. By examining the complex relationships between trust, power, perception, and social factors within the context of scM, this study contributes to a deeper understanding of how human attributes and social dynamics impact scM performance. the integration of psychological and social concepts into the realm of scM provides a multidimensional perspective that enriches existing theories and frameworks. in terms of practical implications, organizations operating within supply chain networks can benefit from the insights offered by this research. according to the results, it is indicated that psycap plays a crucial role in enhancing various positive extra-role behaviors in the workplace, such as work commitment, engagement, punctuality, and motivation for knowledge sharing. psycap is also recognized as an effective factor in mitigating emotional exhaustion, strain, and fatigue, while fostering stronger positive relationships among team members. these positive traits are likely to elevate the level of socpsych, particularly in fostering trust among employees. this heightened trust can lead to increased individual innovativeness, enhanced responsiveness, and flexibility, streamlined verification processes, and smoother integration and harmonious social interactions within the organization. consequently, the collaboration and operational efficiency of the scM will be enhanced, leading to reduced transaction costs, and ultimately increasing overall scM performance. Furthermore, the increasing level of psycap may have a constructive impact on individuals’ cognitive processes and perspectives, fostering a positive way of thinking that leads to favorable perceptions. these positive perceptions can cultivate various constructive behaviors among supply chain members, such as heightened commitment and increased openness to communication and information sharing, which in turn leads to smoother communication and well-coordinated decision-making processes. additionally, this positive perception assists supply chain members in aligning their perspectives regarding value, risk, and opportunities. consequently, positive interpretations of information among supply chain partners are formed, fostering greater collaboration and better decisions. Moreover, positive perceptions can potentially cultivate trust and foster positive impressions among supply chain partners, thereby minimizing conflicts. as a result, a conducive environment for effective supply chain collaboration is established, leading to increased overall coordination and performance of scM. in relation to power dynamics, it is acknowledged that an increase in psycap can enhance individuals’ self-confidence, promoting positive thinking, and augmenting their self-control to prevent the misuse of power. this results in better emotional management and a decreased likelihood of excessive power usage. consequently, supply chain members are more likely to focus their efforts on pursuing work goals, avoiding dominance, and effectively managing potential conflicts. this fosters enhanced cooperation among members and contributes to better coordination. these positive behaviors further promote cooperation and engagement between supply chain members, while also increasing the perception of equity among partners. as a result, group success is fostered, and overall scM practices are enhanced, leading to increased coordination and effectiveness within the supply chain. it is acknowledged that social factors and psycap are interconnected. social factors can influence individuals’ perceptions, attitudes, behaviors, and decision-making processes, while psycap fosters positive cognitive processes, favorable perceptions, and positive behaviors. these positive behaviors contribute to the enhancement of supply chain relationships. Furthermore, social factors are considered within supply chain operations to improve human well-being, safety, and community development by minimizing harm. in this regard, psycap assists individuals in reducing stress and exhaustion while increasing motivation, 22 w. p. setiOningtYas etal. communication, and cooperation to achieve these goals. when social factors and psycap are synergized, and all objectives are met, social risks within supply chain operations are reduced, human well-being and safety are increased, consequently enhancing the operational efficiency and practices of scM. additionally, the study underscores the potential of fostering psycap among individuals in the supply chain workforce. Organizations can design targeted training programs to develop attributes such as hope, self-efficacy, resilience, and optimism, ultimately contributing to improved interpersonal relationships, trust, and collaboration. However, the implementation of such programs necessitates a careful assessment of cost-benefit ratios to ensure that the positive outcomes of enhanced psycap outweigh the associated expenses. Limitations this study, like any research endeavor, has several inherent limitations that warrant acknowledgment when interpreting the findings. Firstly, it relies primarily on existing literature, which, although comprehensive, may not capture all the nuances and evolving dynamics at the intersection of psychological capital (psycap), social psychology (socpsych), and supply chain Management (scM). consequently, there could be factors and relationships that are overlooked or underrepresented in this analysis. secondly, the study is constrained by its reliance on english-language sources, potentially excluding valuable insights from non-english literature related to psycap, socpsych, and scM. Broader language inclusivity could yield further perspectives and findings. thirdly, the study predominantly explores theoretical connections and potential implications without delving into specific empirical data or case studies. therefore, the real-world applicability of the proposed relationships and mechanisms requires further empirical validation and investigation. additionally, it’s essential to recognize that the utilization of qualitative research methods is not entirely free from subjectivity. it necessitates a subjective categorization process based on the researcher’s experience and knowledge. Moreover, this study relied on manual screening and analysis of databases without the aid of research tools or software. therefore, there could be benefits in employing software, such as bibliographic applications, to expedite the screening, sorting, and categorization of relevant data sources. the use of software for analysis can also contribute to reducing the researcher’s subjectivity in interpreting data. Conclusion in conclusion, psychological capital (psycap) plays a crucial role in enhancing employees’ work engagement and interaction, fostering trust and stronger connections among organizational members. this contributes to a more conducive environment and smoother integration, ultimately leading to improved overall performance in supply chain management (scM). Furthermore, the strategic utilization of power in supply chain relationships can be positively influenced by the cultivation of psycap. psycap promotes positive emotions and constructive actions while preventing the misuse of power and dominance. this fosters collaboration among supply chain members and mitigates excessive power use, ultimately enhancing scM performance. another study has emphasized the influence of perceptions within the supply chain on its effectiveness through the development of psycap. psycap impacts individuals’ cognitive processes and perspectives, leading to favorable impressions and trust among supply chain members. this fosters harmonization and collaboration among partners, ultimately enhancing overall scM performance. additionally, scholars have established a correlation between social factors and the intricate process of value co-creation within the supply chain. in this context, psycap plays a crucial role in nurturing positive cognitive processes within individuals, independent of external social factors’ influence. essentially, psycap serves as a guiding force that directs individuals towards positive behavior, thereby positively impacting scM performance. However, it is crucial to acknowledge the potential barriers that may impede the implementation of scM. these barriers encompass various factors such as managerial, organizational, financial, technological, individual, and socio-cultural aspects. investigating and addressing these barriers is essential alongside the cultivation of psycap and socpsych to further enhance the effectiveness of scM practices. the implications of this research are significant for both academia and practice. From an academic perspective, this study enriches existing literature by seamlessly integrating psychological and social concepts cOgent Business & ManageMent 23 into the scM domain. it offers multifaceted insights into collaboration, power dynamics, and interpersonal relationships within scM. From a practical standpoint, the cultivation of psycap, interconnected with socpsych, has the potential to reduce supply chain transaction costs, increase collaboration, effectiveness, and operational efficiency, minimize conflicts, and reduce social risks within supply chain operations, ultimately improving scM performance. it is noteworthy that organizations can leverage the insights derived from this research to establish a supportive and trustworthy workplace environment. additionally, they can strategically design tailored training programs focused on enhancing psycap among their employees. to comprehensively advance our understanding in this field, further investigation should delve into the specific factors influencing individuals’ perceptions, behaviors, and attitudes, and how these factors subsequently affect psycap, socpsych, and scM. Future research could also explore the influence of leadership on psycap and socpsych within scM practices. Moreover, conducting detailed analyses of the costs associated with implementing psycap-focused training programs is essential for practical feasibility. additionally, investigating the environmental impact within supply chain networks is crucial for achieving more sustainable scM practices. while this paper contributes valuable insights, it’s essential to recognize its limitations, such as its reliance on existing literature and theoretical frameworks. to strengthen these theoretical relationships, further empirical research conducted in real-world supply chain contexts is necessary. additionally, considering the adoption of software or applications to streamline the screening, sorting, and categorization of relevant data sources could enhance the analysis process, reducing subjectivity in data interpretation and accelerating research progress. Acknowledgments we would like to thank the reviewer who gave us suggestions for the further development of this article. Author contributions conceptualization, w.p.s.; methodology, w.p.s.; software, w.p.s.; vali-dation, w.p.s.; formal analysis, w.p.s.; investigation, w.p.s.; resources, w.p.s.; writing—original draft preparation, w.p.s.; writing—review and editing, w.p.s.; supervision, Z.J.F. and a.D.; project administration, w.p.s., Z.J.F. and a.D; funding acquisition, w.p.s. all authors have read and agreed to the published version of the manuscript. Disclosure statement no potential competing interest was reported by the authors. Informed consent statement not applicable. Institutional review board statement not applicable. Funding this research received no external funding. About the authors Widhayani Puri Setioningtyas was born on February 4, 1986, in surabaya, east Java, indonesia. she has been a senior lecturer at adi Buana university in indonesia since 2015. currently, she is pursuing a ph.D. in the Department of economics and social sciences at the Hungarian university of agriculture and life sciences under the stipendium 30 w. p. setiOningtYas etal. van vugt, M. (2006). evolutionary origins of leadership and followership. Personality and Social Psychology Review, 10(4), 354–371. https://doi.org/10.1207/s15327957pspr1004_5 van vugt, M., Hogan, r., & Kaiser, r. B. (2008). leadership, followership and evolution: some lessons from the past. The American Psychologist, 63(3), 182–196. https://doi.org/10.1037/0003-066X.63.3.182 vescio, t. K., gervais, s. J., snyder, M., & Hoover, a. (2005). power and the creation of patronizing environments: the stereotype-based behaviors of the powerful and their effects on female performance in masculine domains. 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