Se ioning yas, Widhayani Pu i; Fodo , Zi a Júlia; Dunay, Anna
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The po en ial o psychological capi al: a e iew o i s
impac on social psychology in enhancing supply chain
managemen in endemic e a
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The po en ial o psychological capi al: a e iew
o i s impac on social psychology in enhancing
supply chain managemen in endemic e a
Widhayani Pu i Se ioning yas, Zi a Júlia Fodo & Anna Dunay
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2024, VoL. 11, no. 1, 2396534
The po en ial o psychological capi al: a e iew o i s impac on
social psychology in enhancing supply chain managemen in
endemic e a
widhayani pu i se ioning yasa , Zi a Júlia Fodo a and anna Dunayb
aHunga ian uni e si y o ag icul u e and Li e sciences, gödöllő, Hunga y; bJohn Von neumann uni e si y, Budapes , Hunga y
ABSTRACT
his s udy del es in o he po en ial ole o psychological capi al (psycap) on social
psychology (socpsych) wi hin he ealm o supply chain managemen (scM). By
explo ing dimensions such as us , powe , pe cep ion, and social ac o s, i seeks o
unea h hei collec i e po en ial in op imizing scM p ac ices. he esea ch employs a
hyb id sea ch s a egy, seamlessly in eg a ing backwa d snowballing and o wa d
snowballing echniques, yielding a obus da ase o 344 sou ces. a e igo ous analysis,
60 sou ces, comp ising academic jou nals, e iew jou nals, and books om web o
science and scopus, we e selec ed o e iew. he indings p o ide heo e ical insigh s
in o he ole o psycap in shaping socpsych, a c i ical ac o in enhancing scM
pe o mance. addi ionally, po en ial ba ie s wi hin scM p ac ices a e also explo ed.
Howe e , i is c ucial o emphasize he necessi y o u he empi ical in es iga ions o
alida e hese p oposed ela ionships and mechanisms wi hin he complex landscape
o eal-wo ld supply chain con ex s. Despi e inhe en limi a ions, his s udy p o ides
aluable insigh s ha can guide u u e esea ch endea o s and p ac ical applica ions in
he dynamic ield o scM. he in eg a ion o psychological and social dimensions holds
p omises o ede ine and ele a e scM s a egies o he bene i o o ganiza ions
wo ldwide, speci ically in he endemic e a.
In oduc ion
he global pandemic caused by he co ona i us, spanning h ee yea s om ea ly 2020 o he end o
2022, has posed unp eceden ed challenges o socie ies and economic sys ems wo ldwide. Many busi-
nesses ha e been compelled o hal o es ic hei ope a ions, leading o signi ican declines in e e-
nues. consequen ly, companies, indus ies, and ma ke s ha e had o swi ly adap o ensu e hei ma ke
posi ioning, o e all pe o mance, sus ainabili y, and he well-being o hei employees (g özinge
e al., 2022).
acco ding o ego e al. (2012), employees play a pi o al ole in nu u ing c ea i i y and inno a ion,
hus con ibu ing o a company’s compe i i e ad an age (lu hans e al., 2007a). Howe e , he pandemic
has heigh ened s ess le els and psychological issues among employees ac oss he globe (aknin e al.,
2022; obinson e al., 2022), leading o a signi ican decline in employees’ c ea i i y and inno a i e pe -
o mance. simila ly, Hel on and Head (2012) ha e epo ed ha psychological p oblems such as s ess and
anxie y s emming om c isis si ua ions ha e a de imen al impac on pe o mance. consequen ly, ecen
s udies ha e shi ed hei ocus o in angible esou ces ha can p o ide companies wi h a sus ained
compe i i e ad an age, wi h a pa icula emphasis on psychological capi al (psycap) (lu hans e al.,
2007a). psycap consis s o ou undamen al cons uc s: hope, sel -e icacy, esilience, and op imism. hese
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup
CONTACT Widhayani Pu i se ioning yas se ioning [email protected] Hunga ian uni e si y o ag icul u e and Li e sciences,
gödöllő 2100, Hunga y.
h ps://doi.o g/10.1080/23311975.2024.2396534
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pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
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ARTICLE HISTORY
ecei ed 25 Oc obe
2023
e ised 7 ap il 2024
accep ed 17 augus 2024
KEYWORDS
psychological capi al;
social psychology; supply
chain managemen ;
Ope a ions managemen ;
endemic cO iD-19
SUBJECTS
Mul idisciplina y
psychology; Business and
Managemen ; social
capi al; supply chain
Managemen
2 w. p. se iOning Yas e al.
cons uc s empowe indi iduals o adap o hei en i onmen , e ec i ely manage s ess, imp o e
well-being, and ul ima ely o e a compe i i e ad an age o bo h employees and he o ganiza ion (Y. ang
e al., 2019). psycap is ecognized as a undamen al s a e in employees, os e ing posi i e beha io s
(giancasp o e al., 2022; paliga e al., 2022), which, in u n, con ibu e o a company’s su i al.
ano he s udy has highligh ed he signi ican impac o psycap on adap i e pe o mance, which is
media ed by social capi al (sc) (luo e al., 2021). employees wi h a subs an ial amoun o psycap end
o each hei ull po en ial and seek solu ions, he eby enhancing hei adap i e pe o mance (B ee aa
e al., 2015). in his dynamic, sc acili a es employee social in e ac ion and us , hus augmen ing hei
adap abili y (ghi ulescu, 2013). Mo eo e , indi iduals o en u ilize hei ela ional esou ces (social capi al)
o add ess c ises and sa egua d o he esou ces when con on ed wi h unce ain y, challenges, and p es-
su e. employees wi h ample sc can mobilize esou ces, explo e solu ions, and enhance hei adap i e
pe o mance. in his con ex , employees wi h a signi ican amoun o psycap and sc can bols e employee
pe o mance, he eby aiding he company’s su i al du ing a c isis.
Fu he mo e, schola s ha e iden i ied ano he pi o al elemen wi hin o ganiza ions ha plays a c ucial
ole in add essing heigh ened compe i ion: ope a ions managemen , encompassing ace s such as in en-
o y managemen and supply chain managemen (scM) (singh e al., 2021). scM e e s o he comp e-
hensi e sys em esponsible o he mo emen o p oduc s and se ices om supplie s o cus ome s,
including o ganiza ional aspec s, ac i i ies, in o ma ion, esou ces, and human capi al. Howe e , i is
known ha ou b eak o cO iD-19 led o se e e dis up ions in supply chains ac oss nea ly all indus ies
globally (shen & sun, 2023). aman and seu ing (2023) ha e emphasized ha supply chain dis up ions
ep esen a signi ican ulne abili y o eme ging economies, and mi iga ing hese dis up ions in ol es
ecognizing a ious esou ces, such as inancial, echnological, in o ma ional, ma e ial, and human
esou ces. he e o e, he ole o human capi al in scM becomes e iden ly c ucial. addi ionally, sc has
been acknowledged o i s con ibu ion o enhancing he esilience o supply chains agains dis up ions
(shen & sun, 2023).
in he ealm o beha io al scM, schola s ha e also iden i ied he signi ican impac o social psychol-
ogy (socpsych), on scM p ac ices. no ably, employee way o communica ion plays a pi o al ole in daily
supply chain decision-making (Doyle e al., 2021). align wi h his, Hong e al. (2022) ha e disclosed ha
employees’ pe cei ed beha io has a mode a ely posi i e impac on scM p ac ices. addi ionally, some
esea che s ha e in eg a ed he concep s o cogni i e and socpsych o sc u inize human beha io ’s in lu-
ence on he supply chain p ocess (Bendoly e al., 2006).
while nume ous s udies ha e explo ed he ela ionship be ween psychological ac o s and supply
chain managemen (scM), a gap pe sis s in unde s anding how psychological capi al (psycap) is applied
o in luence social psychology (socpsych) wi hin scM p ac ices. his pape aims o ill his oid by o e -
ing an ini ial analysis and p o iding heo e ical insigh s in o how psycap could po en ially impac
socpsych and con ibu e o scM pe o mance, pa icula ly in he endemic e a. addi ionally, po en ial
ba ie s o he implemen a ion o scM will be in es iga ed.
he s uc u e o he emaining sec ions o his pape is as ollows: sec ion 2 p o ides a b ie e iew
o he li e a u e on psycap, socpsych, and scM. his includes heo ies, aspec s, and he impo ance o
hese aspec s wi hin he o ganiza ional con ex . sec ion 3 ou lines he esea ch me hodology employed
in his s udy. sec ion 4 p esen s he esul s and subsequen discussion de i ed om he esea ch.
sec ion 5 o e s implica ions o he indings o p ac ice. Finally, in sec ion 6, he pape concludes by
discussing limi a ions o he s udy and sugges ing po en ial u u e di ec ions o u he esea ch.
Theo y and hypo heses de elopmen
in his sec ion, we b ie ly explain he heo ies, dimensions o psycap, socpsych, and scM as well as
emphasize he impo ance o hese aspec s in o ganiza ional con ex .
Psychological capi al (PsyCap) and i s an eceden s
acco ding o lu hans and Yousse (2004), psycap is de ined as an indi idual’s posi i e beha io and belie
in hei abili y o succeed h ough mo i a ed e o and pe se e ance. his cons uc encompasses ou
cOgen Business & ManageMen 3
dimension: hope, sel -e icacy, esilience, and op imism, han can be measu ed, managed, and de eloped
o enhance wo k ou comes (lu hans e al., 2007a).
Hope e e s o he posi i e mo i a ional s a e ha guides indi iduals in achie ing hei ca ee - ela ed
objec i es. i in ol es planning, gene a ing s a egies, emo ions, and belie s indi iduals hold abou hei
u u e goals (D. . snyde & lopez, 2022). in he o ganiza ional con ex , hope encou ages employees o
be mo e inclined o selec and accomplish challenging goals, esul ing in enhanced pe o mance
(s i as a a & Mau ya, 2017). Fu he mo e, sel -e icacy is he belie an indi idual holds in hei abili y o
accomplish desi ed ou comes h ough hei own ac ions (Bandu a, 1978). sel -e icacy helps employee o
eel mo e con idence and con ic ion in hei capaci y o mobilize he necessa y mo i a ion, cogni i e
esou ces, and ac ions o success ully pe o m a speci ic ask wi hin a gi en con ex (s ajko ic &
lu hans, 1998).
On he o he hand, esilience is cha ac e ized as he capaci y o e ec i ely ebound om challenges
and adap in a posi i e manne . wi hin an o ganiza ion, esilience enhances he employee abili y o
eco e om ad e si y, con lic , ailu e and inc ease hei esponsibili ies. employees who possess esil-
ience a e be e equipped o manage s ess, na iga e con lic , lea n om ailu e, ackle new challenges,
and able o main ain hei pe o mance and e en su pass p e ious le els o success in he ace o di i-
cul ies (lu hans, 2002; lu hans e al., 2007b). las ly, op imism e e s o a posi i e ou look o belie in
achie ing success in bo h he p esen and u u e (lu hans, 2002; seligman, 1998). Op imism can enhance
indi idual mo i a ion and os e a posi i e expec ancy, leading o imp o ed pe o mance ou comes.
in he e a o he endemic, i ’s widely acknowledged ha human capi al becomes mo e suscep ible o
psychological issues such as s ess and anxie y, leading o a signi ican dec ease in pe o mance (aknin
e al., 2022; Hel on & Head, 2012; obinson e al., 2022), as well as in inno a ion, and c ea i i y (lu hans
e al., 2007b; swee man e al., 2011). Mo eo e , many indus ies a e also acing a ious challenges
pos -pandemic and a e compelled o become mo e inno a i e and compe i i e in o de o su i e. in
his con ex , psycap, has been ecognized as e ec i ely empowe ing indi iduals o adap o changes,
manage s ess, and imp o e well-being, he eby os e ing g ea e c ea i i y, inno a ion, and pe o mance
(lu hans e al., 2007b; swee man e al., 2011). addi ionally, i se es as a po en ial o ce o i ms o
enhance inno a ion capabili y and sus ain a compe i i e ad an age in he dynamic business en i on-
men (le e al., 2018; ego e al., 2012). Hence, enhancing he psycap o indi iduals eme ges as he mos
impo an solu ion and a o able choice o boos inno a ion and c ea i i y, as well as o inc ease com-
panies’ compe i i e ad an age (le e al., 2018), especially in he e a o he endemic.
schola s emphasize he impo ance o conside ing ex e nal ac o s in cul i a ing psycap. ecen s ud-
ies ha e highligh ed he signi ican impac o ans o ma ional leade ship ( l) on psycap. speci ically,
conce ning sel -e icacy, p io esea ch has shown ha l’s indi idualized conside a ion, which in ol es
men o ing, counseling, coaching, and delega ion o challenging asks, os e s employees’ de elopmen o
g ea e con idence in hei abili ies, pa icula ly in ask-speci ic skills necessa y o goal pu sui (goo y
e al., 2009; lu hans e al., 2007b; ego e al., 2012). ega ding op imism, le e al. (2018) sugges ha
l use emo ions o encou age posi i e hinking, os e ing a posi i e ision and gene a ing new ideas
(lee al., 2018; ego e al., 2012). in e ms o hope, l build us wi h employees, inc easing hei con-
idence in achie ing goals h ough bo h de e mina ion and s a egies (a olio e al., 2004). in ela ion o
esilience, Bass (1990) p oposes ha l in e p e challenges as oppo uni ies o g ow h, encou aging
employees o see obs acles in a new ligh . Fu he mo e, employees pe cei e l’s in ellec ual s imula ion
as p o iding di e se pe spec i es and po en ial solu ions, mo i a ing hem o pe sis in eaching goals
( ego e al., 2012).
Fu he mo e, la son and lu hans (2006) sugges ed ha aining and de elopmen p og ams aimed a
enhancing speci ic skills and compe encies can con ibu e o he de elopmen o psycap. aining in e -
en ions ha ocus on building sel -e icacy, op imism, and esilience can posi i ely in luence an indi id-
ual’s le el o psycap. Mo eo e , James e al. (2009) p oposed ha access o job esou ces such as
au onomy, social suppo , and oppo uni ies o g ow h and de elopmen can con ibu e o he de el-
opmen o psycap. employees who pe cei e hei wo k en i onmen as ich in esou ces a e mo e likely
o expe ience highe le els o sel -e icacy, op imism, and esilience (James e al., 2009).
O he s udies ha e e ealed ha he o ganiza ional clima e, cha ac e ized by us , ai ness, and sup-
po i eness, plays a i al ole in os e ing he de elopmen o psycap among employees. when
4 w. p. se iOning Yas e al.
employees pe cei e hei o ganiza ion as aluing and p omo ing posi i e psychological s a es, hey a e
mo e likely o exhibi highe le els o psycap (lu hans e al., 2007a). align wi h his, he implemen a ion
o o ganiza ional policies and p ac ices p io i izing employee well-being and de elopmen can posi i ely
in luence psycap. suppo i e policies ela ed o wo k-li e balance, heal h and wellness, and ca ee de el-
opmen can con ibu e o enhancing psycap wi hin he wo k o ce (a ey e al., 2011).
las ly, lu hans e al. (2015) sugges ed ha indi idual ai s and disposi ion, such as openness o expe-
ience and p oac i e pe sonali y, ha e been associa ed wi h highe le els o psycap. indi iduals p edis-
posed owa ds op imism, esilience, and sel -e icacy a e mo e likely o na u ally possess highe le els o
psycap. hese ac o s a e p o en o be c ucial in shaping indi iduals’ psycap, hus wa an ing mo e
a en ion in hei de elopmen .
Social Psychology (SocPsych)
social psychology (socpsych) is a scien i ic ield ha examines how indi iduals’ a i udes, hough s, and
beha io s a e in luenced by pa icula g oups o people o by hei pee s’ in luence o mood. i ocuses
on he psychological p ocesses o indi iduals in social con ex s and highligh s he social na u e o human
beings. in o he wo ds, i seeks o unde s and how social ac o s impac mos indi iduals, ega dless o
hei indi idual di e ences in pe sonali y (Kassin e al., 2015). singh e al. (2021) highligh ed ou unda-
men al concep s pi o al o comp ehending how indi iduals engage wi h each o he and es ablish ela-
ionships wi hin a social con ex , including us , powe , pe cep ion, and social ac o s.
in psychology, us is iewed h ough wo lenses: he pe son-cen e ed pe spec i e, examining gene al
belie s abou o he s’ eliabili y ( o e , 1971; simpson, 2007), and he in e pe sonal pe spec i e, ocused
on an indi idual’s us in a speci ic pa ne due o in e dependence ( empel e al., 1985). ecen ly, psy-
chology has inc easingly explo ed wo kplace us , which in luences daily in e ac ions among cowo ke s
and supe iso s (J. a. simpson & ie h, 2021). us is also essen ial o wo k nego ia ions and e en
mino in e ac ions like small alk (Mislin e al., 2011). Mo eo e , employees’ pe cep ion o hei supe i-
so s’ us is i al. Feeling us ed leads o posi i e ou comes, such as imp o ed o ganiza ional ci izenship
beha io (B owe e al., 2009).
ano he concep is powe , a undamen al concep in human ela ionships (alpe , 2019; Ho s ede,
1984), is inhe en in a ious social s uc u es, c ea ing imbalances anging om dic a o s o in luen ial
business leade s (sidanius & p a o, 1999; an ug e al., 2008). ecen psychology esea ch has e i al-
ized he s udy o powe , emphasizing i s signi icance a bo h indi idual and g oup le els. On an indi id-
ual le el, powe plays a pi o al ole in managing pe sonal ou comes, p edic ing en i onmen s, and
achie ing indi idual goals (s. . Fiske, 2004; guino e & escio, 2010). Howe e , powe p ima ily ope a es
wi hin social con ex s, whe e indi iduals in e ac wi h one ano he . a he g oup le el, i acili a es he
achie emen o collec i e objec i es, os e ing coo dina ion, p oblem-sol ing, and e ec i e decision-making
(Boehm & Flack, 2010; an ug , 2006).
p e ious s udies ha e shed ligh on he po en ially de imen al e ec s o powe , including he p omo-
ion o s e eo ypes, co up ion, and disc imina ion (goodwin e al., 2000; g uen eld e al., 2008; Kipnis,
1972; escio e al., 2005). con e sely, schola ly in es iga ions ha e also unco e ed he posi i e aspec s o
powe , e ealing ha indi iduals in posi ions o powe end o display p oac i i y, asse i eness,
sel -con idence, e ec i e in o ma ion p ocessing, in e pe sonal sensi i i y, and he abili y o build s on-
ge ela ionships wi h o he s (B iñol e al., 2007; Kel ne e al., 2003; lee & iedens, 2001; Mas e al., 2009).
Fu he mo e, pe cep ion is an in ica e cogni i e p ocess ha shapes ou unde s anding o he wo ld
by selec ing, in e p e ing, o ganizing, and a ibu ing signi icance o senso y inpu om ou en i onmen
which in u n shapes ou belie s and a i udes (Ka l e. weick, 2015). gibson (2014) e ealed ha pe cep-
ion guides decision-making, as pe sonal in e p e a ions in o m ou subsequen esponses and beha io s.
in social psychology, pe cep ion elies on in ica e cogni i e mechanisms acili a ing e ec i e p ocessing
o social in o ma ion. hese include a en ion, which helps us ocus on ele an de ails and il e dis ac-
ions, and ca ego iza ion, which g oups people based on simila i ies, ac i a ing schemas o e icien p o-
cessing (Ben-Zee , 1988; 1988; wil e son e al., 2020). hese cogni i e p ocesses equip us o na iga e
complex social in e ac ions and make sense o in ica e si ua ions.
cOgen Business & ManageMen 5
las ly, social ac o s encompass a ange o ex e nal in luences ha shape indi idual and collec i e
beha io in socie y. hese ac o s include cul u al, economic, poli ical, social, and echnological dimen-
sions. cul u e, o ins ance, in luences indi iduals h ough belie s, alues, cus oms, language, eligion,
i uals, and a . he economic landscape, including income, employmen , and weal h dis ibu ion, signi i-
can ly a ec s people’s li es and in e ac ions (smi h e al., 2018). poli ical sys ems and go e nance s uc-
u es shape laws, policies, and powe dynamics, impac ing ci izens’ igh s and ci ic engagemen . hese
ac o s also in luence pa icipa ion in o ganized social li e and commi men o sha ed ins i u ions
( ho lindsson & Be nbu g, 2004). ins i u ions like amily, educa ion, eligion, and he legal sys em play
key oles in socializa ion and egula ing beha io , ansmi ing cul u al alues, and p o iding amewo ks
o social in e ac ions (Ku z, 2021). las ly, social ne wo ks, including echnology like he in e ne and
social media, in luence communica ion and in o ma ion sha ing. e ing go man’s d ama u gical heo y
highligh s how indi iduals adap hei beha io based on social ne wo ks and expec a ions (Me unko á
& Šle ka, 2019). his emphasizes he complex ela ionship be ween human beha io and he e e -changing
dynamics o mode n social ne wo ks, especially in he digi al age.
Supply chain managemen (SCM)
Men ze e al. (2001) de ine he supply chain as a ne wo k o h ee o mo e o ganiza ions managing he
low o p oduc s, se ices, inances, and in o ma ion. his ne wo k spans ups eam (supply) and down-
s eam (dis ibu ion) en i ies, including he end consume . lambe e al. (1998) desc ibe supply chain
managemen (scM) as he in eg a ion o business ac i i ies be ween end use s and supplie s o deli e
aluable goods, se ices, and in o ma ion. scM o ches a es a ious legal en i ies, such as aw ma e ial
supplie s, logis ics p o ide s, manu ac u e s, and cus ome s, o op imize ma e ial, in o ma ion, and inan-
cial lows, mee ing cus ome demand and boos ing supply chain compe i i eness. scM encompasses
sou cing, p ocu emen , p oduc ion, logis ics, dis ibu ion, in en o y managemen , o de ul illmen ,
e e se logis ics, and collabo a ion wi h pa ne s. e ec i e scM hinges on nu u ing ela ionships wi h
supplie s, logis ics p o ide s, and cus ome s, ul ima ely esul ing in ope a ional e iciency, cos sa ings,
cus ome esponsi eness, and enhanced supply chain pe o mance (ed, 2008).
acco ding o schola s, se e al key dimensions con ibu e o a success ul scM. Fi s , ope a ions man-
agemen play a pi o al s a egic ole, aligning wi h o ganiza ional objec i es o enhance compe i i eness.
echniques like endo -managed in en o ies and dis ibu ion esou ce planning, bo h wi hin companies
and ac oss he supply chain, acili a e his alignmen (Deme e & gelei, 2004).
secondly, e ec i e scM in ol es inc eased coo dina ion and in eg a ion o ma e ial p ocesses o sup-
po deploymen , minimizing unce ain ies om he demand side. his app oach bols e s compe i i e-
ness and ensu es ope a ions con ibu e o s a egy execu ion (Douglas M. lambe & coope , 2000). a
p ocess-cen ic iew is inc easingly emb aced, educing unce ain ies in ma e ial p ocesses and lead
imes, enhancing business p ocess e iciency and e ec i eness (Douglas M. lambe & coope , 2000).
las ly, success ul scM elies on o ging obus pa ne ships among collabo a ing companies, shaping
he na u e o hei coope a ion. long- e m pa ne ships a e i al o heigh ened in es men in
ela ion-speci ic asse s (Ma in ch is ophe & Ju ne , 2000). Bensaou (1999) unde sco es he link be ween
speci ic in es men s by pa ne s and s a egic pa ne ship p ac ices.
Human ole in SCM le els
Human oles play a i al ole in ensu ing he e icien unc ioning and coo dina ion o he supply chain
wi hin supply chain managemen (scM). hese oles can be classi ied in o dis inc le els, namely s a e-
gic, ac ical, and ope a ional, based on hei scope and esponsibili ies. a he s a egic le el, human oles
in ol e he o mula ion o supply chain s a egies, goal se ing, and alignmen wi h o ganiza ional objec-
i es. examples o key oles a his le el include supply chain s a egis s (chop a & Meindl, 2004), chie
supply chain O ice s (cscOs) (Douglas M lambe , 2004), and supply chain planne s (simchi-le i e al.
2008). Mo eo e , human oles a he ac ical le el ocus on ansla ing s a egic plans in o ac ionable
ac i i ies and managing day- o-day ope a ions. Key oles a his le el encompass p ocu emen manage s
(Monczka e al., 2020), p oduc ion planne s (Bueno e al., 2020), and logis ic coo dina o s ( ush on e al.,
6 w. p. se iOning Yas e al.
2014). las ly, a he ope a ional le el, human oles a e esponsible o execu ing and moni o ing he
ac ual low o goods and se ices h oughou he supply chain. no ewo hy oles a his le el include
wa ehouse ope a o s (Bowe sox e al., 2004), anspo a ion manage s (M. ch is ophe , 2016), and in en-
o y analys s (Jacobs & chase, 2020). his unde sco es he signi icance o human in ol emen in scM,
necessi a ing a g ea e emphasis on ac o s ha in luence hei de elopmen , con ibu ion, and o e all
pe o mance.
Me hod
we conduc ed a comp ehensi e li e a u e e iew o explo e he po en ial ela ionship be ween
psychological capi al (psycap) and social psychology (socpsych) in he con ex o ad ancing supply chain
managemen (scM). D awing om schola ly insigh s, a li e a u e e iew is a me hodical app oach aimed
a sys ema ically collec ing and syn hesizing exis ing esea ch (Baumeis e & lea y, 1997; an ield e al.,
2003). a well-execu ed and igo ous e iew se es as a obus ounda ion o ad ancing knowledge,
aiding heo y de elopmen , and shedding ligh on in e disciplina y and agmen ed esea ch a eas. his
me hod is pa icula ly aluable o summa izing esea ch indings a a me a-le el and pinpoin ing a eas
equi ing u he in es iga ion, c ucial o cons uc ing concep ual amewo ks and heo e ical models
(H. snyde , 2019).
his e iew encompasses wo dis inc phases. he ini ial phase in ol es he collec ion and selec ion
o da a sou ces o e iew. subsequen ly, he second phase en ails he sys ema ic ca ego iza ion, coding,
and analysis o he amassed da a. he ou comes o his p ocess a e hen expounded upon in he esul s
and discussion sec ion o he chap e .
Fi s s age: Ga he ing and sampling da a o PsyCap, SocPsych, and SCM
he esea ch ini ia ion in ol ed he u iliza ion o a me iculously c a ed se o esea ch que ies designed
o acili a e he e ie al o pe inen da a sou ces. his endea o was u he ad anced h ough he
implemen a ion o a hyb id sea ch s a egy, which encompassed bo h backwa d snowballing and o -
wa d snowballing echniques. hese dis inc i e p ocesses we e ca ied ou employing p ominen aca-
demic da abases, namely scopus and he web o science (wOs). i ’s c ucial o no e ha hese wo
p ocesses we e execu ed as dis inc and independen phases, aligning wi h es ablished me hodologies
as de ailed in he wo ks o wohlin (2014), and Mou ao e al. (2017). his app oach was hough ully
selec ed o enhance he p ecision and comp ehensi eness o ou sea ch o ele an academic ma e ials.
i ’s wo h no ing ha his s a egy is widely ecognized and acknowledged as he mos sui able and
e ec i e app oach o iden i ying po en ial a icles (Mou ao e al., 2017), ha align wi h he scope and
objec i es o ou esea ch.
Following he comple ion o he backwa d snowballing p ocedu e, we p oceeded o unde ake ano he
essen ial s ep, namely he o wa d snowballing. Du ing his phase, we employed a speci ic se o que ies
o guide ou sea ch e o s. hese que ies included ‘psychological capi al’ anD ‘social psychology’ O
‘psychology social’ anD ‘supply chain managemen ’. his me iculous app oach was employed o iden i y
addi ional ele an a icles and expand ou da ase comp ehensi ely.
he e inemen o his esea ch was ca ied ou by selec ing english-language ma e ials om a ious
sou ces, encompassing a icles and e iew a icles wi hin he subjec a ea o economics, Business,
Managemen , and Ope a ion Managemen spanning all a ailable ime pe iods. as a esul , we ound 344
documen s. he indings o his li e a u e sea ch a e isually ep esen ed in able 1.
Following he ini ial documen esea ch, a igo ous sc eening p ocess was implemen ed o e ine he
da ase . his p ocess in ol ed he emo al o duplica e eco ds, documen s lacking comple e bibliog aphic
in o ma ion, and hose published in languages o he han english. addi ionally, documen s wi h an
english abs ac bu a di e en language o he main ex we e excluded. Fu he mo e, any documen s
ha did no p ima ily ocus on he hemes o psycap, socpsych, o scM, e en i hey made passing
men ions o hese concep s, we e also elimina ed. his me iculous cu a ion p ocess esul ed in he
emo al o 244 documen s, lea ing a o al o 100 documen s om he ini ial se .
cOgen Business & ManageMen 7
subsequen ly, a comp ehensi e con en e iew, conduc ed by one o he co-au ho s, u he e ined
he selec ion. Du ing his phase, 40 documen s we e excluded due o hei lack o ele ance o he spe-
ci ic hemes o psycap, socpsych, and scM. his s ep esul ing in a inal da ase o 60 documen s ha
we e u ilized o del e in o he opics o psycap, socpsych, o scM. he jou nal publica ions abou psycap,
psychsoc, and scM is p esen ed in able 2.
able 2 p o ides an o e iew o jou nal publica ions ela ed o psycap, psychsoc, and scM. no ably,
F on ie s in psychology (15%), Jou nal o Ope a ions Managemen (7%), and Jou nal o supply chain
Managemen (7%) ha e he highes publica ion eco ds in his a ea. apa om hese op h ee jou nals,
he emaining 41 a icles a e dis ibu ed ac oss 35 o he jou nals, illus a ing he agmen ed na u e o
Table 1. De ails o he li e a u e sea ch.
i em Desc ip ion
sou ce a icles, Re iew a icles, Books
Que y oPiC: ‘Psychological Capi al’ anD ‘social Psychology’ oR ‘Psychology social’ anD ‘supply Chain Managemen ’.
Re ined by: Languages: (english)
subjec a ea: economics, Business, Managemen , ope a ion Managemen .
sou ce ype: a icles, Re iew a icles
Yea : any pe iod
Hi s 344
Pape s e ained a e :
• Ci e selec ion 250
• i le and abs ac selec ion 100
• Full- ex selec ion 60
Table 2. Jou nal publica ions abou PsyCap, Psychsoc, and sCM.
Jou nal Coun Pe cen age
Academy o Managemen Jou nal 2 3
Academy o Managemen e iew 1 2
Ame ican Jou nal o Indus ial and Business Managemen 1 2
Ame ican Psychologis 1 2
Book 2 3
Business P ocess Managemen Jou nal 2 3
Eu opean Jou nal o Inno a ion Managemen 1 2
F on ie s in Psychology 9 15
Gomal Uni e si y Jou nal o Resea ch 1 2
Human Resou ce De elopmen Qua e ly 1 2
Indus ial Ma ke ing Managemen 1 2
Indus ial Technological De elopmen (Rou ledge Re i als) A Ne wo k App oach 1 2
In e na ional Jou nal o Disas e Risk Reduc ion 1 2
In e na ional Jou nal o Logis ics esea ch and Applica ions 1 2
In e na ional Jou nal o Ope a ions and P oduc ion Managemen 1 2
In e na ional jou nal o P ocu emen Managemen 1 2
In e na ional Jou nal o P oduc ion Economics 1 2
In e na ional Jou nal o P oduc ion Resea ch 1 2
Jou nal o Business Resea ch 1 2
Jou nal o Global Ope a ions and S a egic Sou cing 1 2
Jou nal o Knowledge Managemen 1 2
Jou nal o Managemen De elopmen 1 2
Jou nal o Ma ke ing 1 2
Jou nal o Ope a ions Managemen 4 7
Jou nal o Pe sonali y and Social Psychology 3 5
Jou nal o Pu chasing and Supply Managemen 1 2
Jou nal o Supply Chain Managemen 4 7
Leade ship & O ganiza ion De elopmen Jou nal 1 2
Occupa ional Heal h Psychology: F om bu nou o well-being 1 2
O ganiza ional Psychology Re iew 1 2
Pe sonnel Psychology 1 2
P oduc ion and Ope a ions Managemen 1 2
Risk, Haza ds, and C isis in Public Policy 1 2
Supply Chain Fo um: An In e na ional Jou nal 1 2
Supply Chain Managemen : An In e na ional Jou nal 1 2
Sus ainabili y 2 3
The In e na ional Jou nal o Managemen Science 1 2
The Jou nal o Applied Beha io al Science 1 2
The Jou nal o Psychology: In e disciplina y and Applied 1 2
The Jou nal o Supply Chain Managemen : A Global Re iew o Pu chasing and
Supply
1 2
14 w. p. se iOning Yas e al.
indeed, he concep o psycap assumes a pi o al ole in cul i a ing a o able pe cep ions, he eby
s imula ing cons uc i e beha io s (lu hans e al., 2007a; ang, 2020; anne e al., 2022), including
heigh ened commi men (gan & cheng, 2021; Hu e al., 2021; Hussain & nawaz, 2019), inc eased open-
ness o communica ion and in o ma ion sha ing (goswami & ag awal, 2022), which consequen ly nu -
u es us and os e s a posi i e imp ession among supply chain pa ne s.
his p oac i e app oach also unc ions as a p o ec i e shield agains po en ial ad e se impac s s em-
ming om social ac o s, which concu en ly in luence indi iduals’ pe cep ions o alue. hese pe cep-
ions, wo king in a mu ually ein o cing manne , hold signi ican in luence o e how pa icipan s wi hin
he supply chain in e p e in o ma ion, make choices, and pa ake in collabo a i e e o s. when hese
pe cep ions a e ha monized among pa ne s, hey acili a e smoo h communica ion and well-coo dina ed
decision-making, ul ima ely os e ing an en i onmen ha is conduci e o e ec i e collabo a ion.
PsyCap – SocPsych (social ac o s) – SCM
social ac o s a e ounda ional concep s in sociology and o he social sciences, p o iding insigh s in o
he in ica e ela ionship be ween indi iduals and hei social su oundings. hey encompass he di e se
aspec s o social elemen s and in e ac ions ha impac human beha io , belie s, a i udes, and ac ions.
hese ac o s ha e a signi ican in luence on shaping indi iduals’ pe spec i es, pe cep ions, choices, and
also impac he dynamics o g oups and communi ies.
social ac o s o igina e om a ious sou ces. Fi s ly, cul u e cons i u es sha ed belie s, no ms, alues,
adi ions, and p ac ices in a socie y. i p o oundly shapes indi iduals’ wo ld iews, decision-making p o-
cesses, and in e ac ions. secondly, socializa ion is he p ocess h ough which indi iduals lea n and in e -
nalize socie al no ms, alues, and beha io s. his occu s p ima ily h ough in e ac ions wi h amily, pee s,
media, educa ional ins i u ions, and eligious o ganiza ions. hi dly, social ins i u ions like amily, eligion,
economy, educa ion sys ems, and go e nmen s uc u es guide social in e ac ions and beha io s. hese
amewo ks de e mine indi iduals’ oles and esponsibili ies, exe ing subs an ial in luence on social
ac o s.
social class and s a i ica ion cons i u e ano he sou ce o social ac o s, signi ican ly impac ing
esou ce access, li es yles, and oppo uni ies. Dis inc social classes, de ined by income, educa ion, and
social ne wo ks, lead o a ied pe spec i es, beha io s, and oppo uni ies. addi ionally, social ne wo ks
in luence beha io h ough sha ed no ms, pee p essu e, and in o ma ion dissemina ion. social no ms,
unw i en guidelines o accep able beha io , shape beha io s and ha e consequences when iola ed o
con o med o. las ly, social iden i y and g oup membe ship a ec sel -pe cep ion, a i udes, and beha -
io s. Fac o s like na ionali y, gende , e hnici y, and eligion play a ole in shaping indi idual pe spec i es
and in e ac ions.
in he ealm o scM, goe z e al. (2023) ha e disco e ed a di ec co ela ion be ween social ac o s
and he in ica e p ocess o alue co-c ea ion wi hin he supply chain. Fu he mo e, o he esea ch
endea o s ha e acknowledged he no ewo hy impac o social ac o s, pa icula ly hose ela ed o
social ne wo ks, on indi iduals’ pa e ns o pu chasing beha io and hei adep ness in managing supply
chain ela ionships (J. Hong e al., 2022; Johns on & lewin 1996; webs e & wind, 1972). consequen ly,
an indi idual’s unique his o ical ajec o y h ough di e se social g oups o ne wo ks eme ges as a pi -
o al de e minan .
i is impo an o unde sco e ha wi hin ope a ions and scM, social conside a ions can be mo e p e-
cisely ca ego ized in o aspec s ela ed o p oduc s o p ocesses ha impac human sa e y, well-being,
communi y de elopmen , and he a oidance o ha m. consequen ly, he s a egic mi iga ion o social
isks assumes c i ical impo ance as i no only unlocks new p ospec s bu also enhances ope a ional
e iciency and scM p ac ices, he eby culmina ing in an o e a ching imp o emen in i m pe o mance
(Klassen & e eecke, 2012).
wi hin he con ex o psycap, i is well-es ablished ha psycap plays a cen al ole in os e ing posi-
i e cogni i e p ocesses wi hin indi iduals, i espec i e o he in luence exe ed by ex e nal social ac o s.
his, in u n, ansla es in o a o able pe cep ions and posi i e beha io s (lu hans e al., 2007a; J. ang,
2020; anne e al., 2022). hese beha io s encompass heigh ened ecep i eness o communica ion and
in o ma ion sha ing, ele a ed sel -con idence and sel -con ol, inc eased wo k engagemen , collabo a ion
cOgen Business & ManageMen 15
and a p e en i e e ec on emo ional exhaus ion, s ain, and a igue (giancasp o e al., 2022; goswami &
ag awal, 2022). in essence, psycap se es as a guiding o ce ha s ee s indi iduals owa d posi i e con-
duc , independen o he social ac o s ha may exe in luence. his, in u n, yields a bene icial impac
on he o e all pe o mance o scM.
The ba ie s wi hin he SCM p ac ices
he iden i ica ion and acknowledgmen o ba ie s a e pi o al ac o s con ibu ing o he e icacy o scM
p ac ices. consequen ly, i is impe a i e o disce n hese ba ie s, enabling manage s o p oac i ely de ise
s a egies o hei esolu ion. he subsequen sec ions will elucida e po en ial ba ie s encoun e ed in
scM p ac ices.
The manage ial ba ie s
he signi icance o in o ma ion sha ing in acili a ing he success ul p og ession o scM has been duly
acknowledged in schola ly discou se (Khu ana e al., 2011). Howe e , i is impe a i e o no e ha se e al
ba ie s o e ec i e in o ma ion sha ing ha e been iden i ied, which can po en ially dis up o e all scM
p ac ices. as pe schola ly insigh s, dis up ions may a ise when manage s o e seeing he supply chain
ail o ecognize he ad an ages o in o ma ion sha ing o lack con idence in he in o ma ion sha ing
sys ems (Ma sh & Flanagan, 2000). simila ly, Zip (2000) has expounded ha challenges in in o ma ion
sha ing o en s em om he absence o leade ship and manage ial guidance in his ega d. ano he
academic iewpoin sugges s ha he adop ion o coo dina ed manage ial guidance is mo e e ec i e o
in o ma ion sha ing han he imposi ion o a op-down hie a chical leade ship app oach (cu y &
Moo e, 2003).
Fu he mo e, ba ie s o in o ma ion sha ing encompass insu icien expe ience, inadequa e aining,
and low digi al li e acy, pa icula ly in he con ex o eme ging echnologies (s ephenson & Blaza, 2001;
weippe e al., 2002). consequen ly, o acili a e e ec i e in o ma ion sha ing a all o ganiza ional le els,
i is impe a i e o implemen comp ehensi e aining p og ams, coupled wi h ongoing suppo and
well-de ined guidelines.
Fawce e al. (2008) b ough o ligh ha he absence o us poses a challenge when i comes o
sha ing sensi i e in o ma ion. Manage s may ha bo ese a ions abou ce ain membe s o he supply
chain, ea ing ha hey canno be elied upon o handle sensi i e in o ma ion esponsibly. in line wi h
his asse ion, Mcca e and no hc a (2007) p oposed ha pas expe ience o oppo unis ic beha io
o he supply chain membe s in using he in o ma ion c ea e hesi a ion o sha e he in o ma ion.
Figu e 3 illus a es he ela ionship be ween psycap, us , and scM, along wi h he po en ial ba ie s o
i s implemen a ion.
The o ganiza ional ba ie s
schola s ha e highligh ed ha he s uc u e o an o ganiza ion and he a ious g oups in ol ed can
pose challenges o in o ma ion sha ing ini ia i es. such ini ia i es ypically necessi a e subs an ial changes
in bo h indi idual and o ganiza ional p ocesses and beha io s. esis ance o hese changes is common-
place, o en s emming om s uc u al con lic s and a ying manage ial p ac ices among di e en o ga-
niza ions wi hin he supply chain. Failu e o p omp ly add ess hese en enched ba ie s can esul in
se backs and disappoin men s (Khu ana e al., 2011).
sai (2002) has addi ionally pos ula ed ha o ganiza ions cha ac e ized by s ong hie a chical s uc-
u es and cen aliza ion exe a no able in luence on he sha ing o in o ma ion wi hin a supply chain.
he inclina ion o employees o sha e in o ma ion is signi ican ly diminished in such con ex s due o
es ic ed au onomy and he equi emen o seek manage ial pe mission o i ually e e y decision.
ano he s udy has disco e ed ha small and medium-sized en e p ises (sMes) o en pe cei e in o ma-
ion sha ing as a p ac ice mo e sui able o la ge companies, as i is iewed as po en ially bu densome
in e ms o cos , wi h limi ed expec ed e u ns on in es men o hei own businesses ( amon gil-ga cia
16 w. p. se iOning Yas e al.
e al., 2007). Fu he mo e, s ingen adminis a i e p ocesses and a high deg ee o bu eauc acy ha e a
dampening e ec on he cul u e o in o ma ion sha ing wi hin he supply chain (Bu eš, 2003). he p es-
ence o o mal guidelines, p ocedu es, and egula ions can also ac as ba ie s o e ec i e in o ma ion
sha ing. in con as , o ganiza ions cha ac e ized by less o malized s uc u es and a angemen s end o
os e mo e open and lexible in e ac ions among employees, yielding g ea e bene i s o he supply
chain ( sai, 2002; willem & Buelens, 2006). Figu e 4 isually ep esen s he ela ionship be ween psycap,
pe cep ions, and scM, in addi ion o ou lining he po en ial ba ie s ha may hinde i s implemen a ion.
Financial ba ie
i is widely ecognized ha subs an ial inancial esou ces a e impe a i e o e amp in e nal o ganiza-
ional and echnical p ocesses, ans o m adi ional and undamen al p oduc dis ibu ion channels,
enhance cus ome se ice p ocedu es, and adequa ely ain s a in o de o achie e e icien supply
chain p ac ices (Mo wani e al., 2000). Fu he mo e, s udies ha e e ealed ha inancial cons ain s pose
a signi ican ba ie o in o ma ion sha ing wi hin he supply chain. he p edominan challenges e ol e
a ound he cos s associa ed wi h suppo ing he in as uc u e and he manpowe equi emen s o in o -
ma ion sys ems (Khu ana e al., 2011). addi ionally, i has been epo ed ha he implemen a ion o
in o ma ion sha ing sys ems can become p ohibi i ely expensi e, pa icula ly in supply chains wi h
nume ous membe s (cla k & Hammond, 1997). consequen ly, a signi ican po ion o supply chain mem-
be s may ace limi a ions in in es ing in sophis ica ed in as uc u e o he u iliza ion o in o ma ion
echnology ools o asks such as o de ing and business p ocessing, p ima ily due o inancial cons ain s
(H. l. lee & whang, 2000). align wi h his s a emen , ano he schola s ini ia ed ha he ini ial se up cos
o specialized man-powe and aining o pe sonnel as well as he unning cos o main enance as one
o he majo ba ie s in he implemen a ion o in o ma ion sha ing sys ems (chong & pe an, 2007;
Damaskopoulos & e geniou, 2003; lo e e al., 2001).
Figu e 4. he PsyCap-Pe cep ion-sCM ela ionship and he po en ial ba ie s o i s implemen a ion.
Sou ce: au ho ’s own cons uc ion.
cOgen Business & ManageMen 17
Technological ba ie s
he p og ess in in o ma ion echnology has undeniably o e ed mo e e ec i e means o sha ing and
in eg a ing in o ma ion, esul ing in heigh ened ease o in o ma ion exchange and imp o ed o e all scM
pe o mance. esea ch has un eiled ha he complexi y o a echnology is a subs an ial de e minan
in luencing he adop ion o in o ma ion sha ing p ac ices ( ocheleau, 1993). a ious o ganiza ions may
employ di e se so wa e, ha dwa e, da a s anda ds, de ini ions, p og amming languages, and in eg a ing
hese dispa a e elemen s can pose signi ican challenges.
Ho man and Meh a (2000) ha e unde sco ed ha echnological ac o s can be p ima y culp i s behind
he ailu e o in o ma ion sys ems wi hin he supply chain, emphasizing he need o p oac i e measu es.
co obo a ing his pe spec i e, schola s ha e sugges ed ha de iciencies in i in as uc u e may be
a ibu ed o inancial cons ain s and a lack o awa eness and commi men om op managemen
ega ding he u iliza ion o i ools in he supply chain (Jha kha ia & shanka , 2005).
acco ding o Dawes (1996), dispa i ies in he echnological capabili ies among chain membe s can
ep esen a signi ican obs acle o hei engagemen in in e -o ganiza ional in o ma ion sys ems. Mo eo e ,
a majo hind ance o in o ma ion sha ing is he inabili y o p o essionals o sus ain equisi e le els o
knowledge and expe ise due o he apid and d as ic e olu ion o echnology wi hin in o ma ion sha -
ing sys ems (Holden e al., 2003).
Indi idual ba ie s
i is acknowledged ha indi idual ba ie s can be de i ed om beha io and ac ions o bo h indi iduals
and g oups wi hin o ac oss di e en business unc ions. Fo ins ance, cons an e al. (1994) e ealed ha
an o ganiza ion’s endea o s o p omo e and s eamline in o ma ion sha ing h ough in es men s in col-
labo a i e in o ma ion and communica ion echnology can p o e u ile i employees a e no inclined o
sha e in o ma ion willingly. hey u he asse ed ha indi iduals who expe ience con en men and sa -
is ac ion wi hin hei o ganiza ion a e mo e inclined o engage in in o ma ion sha ing compa ed o hose
who a e dissa is ied.
ano he esea che has illumina ed he phenomenon whe ein some indi iduals may pe cei e hem-
sel es as al eady bu dened wi h an o e load o in o ma ion o sha e. in o ma ion o e load is de ined as
ha ing an excess o pe inen in o ma ion ha su passes one’s capaci y o assimila ion. pa adoxically,
his excess can some imes impede decision-making e ec i eness, as an abundance o in o ma ion may
o e whelm and con use decision-make s (Khu ana e al., 2011). addi ionally, ce ain s udies ha e p o-
posed ha , a imes, employees conside in o ma ion as a symbol o powe . hey ha bo he belie ha
sha ing in o ma ion diminishes hei au ho i y, owne ship, and he p i ilege o possessing i al in o ma-
ion (Koleko ski & Heminge , 2003). simila ly, a dich ili e al. (2003) s a ed ha sha ing in o ma ion is
o en pe cei ed as a loss o powe and social in luence. hese ac o s ac as ba ie s o in o ma ion
sha ing and can lead o wha is e med as ‘in o ma ion pa hologies’, including he e en ion o in o ma-
ion om colleagues o demons a e supe io i y (Ja enpaa & s aples, 2000).
Fu he mo e, childe house and owill (2015) disco e ed ha he e ec i eness o in o ma ion sha ing
sys ems p ima ily hinges on he beha io s and a i udes o indi iduals, a he han being solely elian
on echnological solu ions. hese manage s unde sco ed ha esol ing echnical issues is o en simple
han add essing he mo e en enched challenges associa ed wi h beha io al issues. i is also ecognized
ha employees o en ha bo app ehensions abou sha ing in o ma ion. hey may ea making mis akes
in he in o ma ion hey sha e and d ead po en ial blame i he in o ma ion is pe cei ed as inco ec o
ambiguous. Fu he mo e, he e is a conce n abou acing penal ies i he sha ed in o ma ion is misin e -
p e ed. addi ionally, a common human ba ie o in o ma ion sha ing is he ea o becoming edundan
and losing signi icance a e sha ing in o ma ion (lo e e al., 2001). Figu e 5 p o ides a isual ep esen-
a ion o he ela ionship be ween psycap, powe , and scM, along wi h an illus a ion o po en ial ba i-
e s o i s implemen a ion.
Socio-cul u al ba ie s
acco ding o cu y and Moo e (2003), he cul u al di ide among a ious s akeholde s wi hin an o gani-
za ion eme ges as a subs an ial ba ie in supply chain p ac ices. Di e gen wo king me hods, echniques,
18 w. p. se iOning Yas e al.
and co po a e cul u es be ween o ganiza ions can hinde in o ma ion sha ing in he supply chain. i is
impe a i e o he o ganiza ional cul u e o be aligned wi h scM objec i es, os e ing an en i onmen
ha ga ne s he suppo , en husiasm, and coope a ion o bo h s a and managemen (cu y &
Moo e, 2003).
Fu he mo e, a lack o commi men and a non-ha monious wo k en i onmen among employees ep-
esen signi ican social ba ie s, especially conce ning in o ma ion sha ing wi hin he supply chain.
ano he schola has p oposed ha in o ma ion sha ing can be encou aged h ough he es ablishmen o
cul u al no ms wi hin he o ganiza ion. in suppo o his no ion, connelly and Ke in Kelloway (2003)
un eiled he impac o o ganiza ional cul u e on employees’ a i udes owa d in o ma ion sha ing.
addi ionally, employees’ pe cep ions ega ding o ganiza ional coope a i eness and he ai ness o o ga-
niza ional p ocedu es exe a subs an ial in luence on hei willingness o sha e in o ma ion in he wo k-
place (H. l. lee & whang, 2000). Figu e 6 o e s a isual ep esen a ion o he ela ionship be ween
psycap, social ac o s, and scM. i also ou lines po en ial ba ie s ha may impede i s implemen a ion.
Discussion and u u e esea ch
indus ies and human capi al ha e encoun e ed unp eceden ed challenges du ing he cO iD-19 pan-
demic. in he pos -pandemic (endemic) e a, employees ace heigh ened compe i i eness o achie e
g ea e pe o mance, c ucial o c ea ing companies’ compe i i e ad an age and ensu ing su i abili y.
Howe e , hei s ess le els and psychological issues ha e also inc eased. Du ing his ime, psychological
capi al (psycap) is ecognized as a c ucial ac o in empowe ing indi iduals and os e ing posi i e beha -
io s (giancasp o e al., 2022; paliga e al., 2022), he eby con ibu ing o a company’s su i al. addi ionally,
social psychology (socpsych) and supply chain managemen (scM) play pi o al oles in add essing c ises
and sa egua ding o he esou ces in he ace o unce ain y, challenges, and p essu e, he eby aiding he
company’s su i al. his pape signi ican ly con ibu es o he heo e ical ad ancemen in he ields o
psychology, social capi al, and scM.
Fi s ly, us , a key a ibu e o socpsych, has been signi ican ly linked o ela ionship dynamics
among supply chain pa ne s (B inkho e al., 2015; ghi ulescu, 2013; i. g. Kwon & suh, 2004).
addi ionally, a po en ial link has been iden i ied be ween posi i e psychological a ibu es and social
Figu e 5. he PsyCap-Powe -sCM ela ionship and he po en ial ba ie s o i s implemen a ion.
Sou ce: au ho ’s own cons uc ion.
cOgen Business & ManageMen 19
exchanges (ahmad e al., 2022). o b idge he heo e ical gaps be ween psycap, socpsych, and scM,
his s udy has examined he heo e ical co ela ion be ween psycap and socpsych, pa icula ly ocusing
on us , wi hin he con ex o scM. he indings sugges ha he de elopmen o psycap can con ib-
u e o enhancing employees’ le el o wo k engagemen and in e ac ion wi h colleagues, he eby cul i-
a ing us and os e ing s onge connec ions and alue-sha ing among o ganiza ion membe s
(nahapie & ghoshal, 2009). his, in u n, acili a es a conduci e en i onmen , smoo he in eg a ion, and
alignmen wi hin he o ganiza ion (luo e al., 2021), which a e essen ial o inc easing scM
pe o mance.
secondly, ano he socpsych a ibu e, namely powe , has been ela i ely unexplo ed in he con ex o
supply chain ela ionships ( eimann & Ke chen, 2017). powe is known o be s a egically employed o
secu e a la ge po ion o esou ces conside ed i al, sca ce, and di icul o subs i u e in supply chain
ela ionships (c ook & combs, 2007). Howe e , powe can some imes be wielded in a dominee ing man-
ne by ce ain i ms wi h he in en ion o con olling all esou ces o hei own bene i . he indings
sugges s ha psycap is assumed o be c ucial because i os e s he cul i a ion o posi i e emo ions and
cons uc i e ac ions (alb ech e al., 2023; giancasp o e al., 2022; ullah e al., 2023), which can enhance
collabo a ion and po en ially mi iga e he excessi e use o powe among supply chain membe s, he eby
enhancing o e all scM pe o mance. hese esul s b idge he heo e ical gaps be ween psycap, socpsych,
speci ically in e ms o powe dynamics, and scM.
hi dly, pe cep ion, as a socpsych a ibu e, is ecognized o i s impac on indi iduals’ abili y o p o-
cess and in e p e social in o ma ion, leading o inc eased social in e ac ions (J. Hong e al., 2022; Hu
e al., 2021) and g ea e engagemen in di e se social ne wo ks and a ilia ions (Bakke & Kamann, 2007).
his obus social connec i i y and collabo a i e in e ac ions wi hin supply chain ne wo ks. Howe e , he
Figu e 6. he PsyCap-social ac o s-sCM ela ionship and he po en ial ba ie s o i s implemen a ion.
Sou ce: au ho ’s own cons uc ion.
20 w. p. se iOning Yas e al.
ole o psycap in cul i a ing socpsych, pa icula ly in pe cep ion wi hin he con ex o scM, emains
unclea . o add ess hese heo e ical gaps, he pape p oposes an analysis linking psycap, socpsych, spe-
ci ically in e ms o pe cep ions, and scM. he indings sugges ha cul i a ing psycap emains c ucial
in de eloping indi iduals’ cogni i e p ocesses and pe spec i es (M. e. seligman & csikszen mihalyi, 2000),
esul ing in a o able pe cep ions ha os e posi i e imp essions and us among supply chain mem-
be s (lu hans e al., 2007a; J. ang, 2020; anne e al., 2022). his, in u n, can enhance ha moniza ion
among supply chain pa ne s, acili a e smoo h communica ion, and os e a conduci e en i onmen o
collabo a ion, he eby imp o ing o e all scM pe o mance.
las ly, social ac o s, as socpsych a ibu es, signi ican ly in luence indi iduals’ pe spec i es, pe cep ions,
choices, and he dynamics o g oups and communi ies. social ac o s ha e been ecognized o hei
di ec impac on he p ocess o alue co-c ea ion wi hin he supply chain (goe z e al., 2023). Howe e ,
he in luence o psycap on he impac o socpsych, speci ically in e ms o social ac o s wi hin scM, has
ne e been explo ed. o b idge his heo e ical gap, his pape examines he ole o psycap on indi iduals
and how i co ela es wi h socpsych, speci ically in e ms o social ac o s wi hin he con ex o scM. he
esul s sugges ha de eloping psycap emains c ucial o os e ing posi i e cogni i e p ocesses, which in
u n esul in posi i e beha io s such as inc eased sel -con idence and sel -con ol, as well as dec eased
emo ional exhaus ion, s ess, and a igue (giancasp o e al., 2022; goswami & ag awal, 2022). hese ac-
o s p o ec indi iduals om he nega i e impac s ha may esul om social ac o s. essen ially, psycap
ac s as a guiding o ce ha di ec s indi iduals owa ds posi i e beha io , ega dless o he in luence
exe ed by social ac o s. his, in u n, has a bene icial impac on he o e all pe o mance o scM.
Finally, he indings o his s udy a e pa icula ly c ucial, especially du ing he ansi ion om he
pandemic o he endemic e a, which imposes inc eased p essu e and compe i ion on employees and
indus ies. p e ious s udies sugges ed ha de eloping socpsych and scM would su ice o ensu ing he
su i abili y o indus ies, bu i has been ound o he wise. Human capi al and hei psycap a e ecog-
nized as he p ima y o ces wi h g ea po en ial o assis indus ies in gaining compe i i e ad an age,
he eby ensu ing hei su i abili y. he e o e, de eloping psycap appea s o be he mos op imal s a -
egy o indus ies, alongside he de elopmen o socpsych and scM, pa icula ly in he e a o endemic.
Howe e , i ’s impo an o no e ha he e a e s ill se e al esea ch gaps wi hin s udies in he ields o
psycap, socpsych, and scM. Fo ins ance, ea lie schola s ha e acknowledged ha he e ec i eness o
scM, pa icula ly conce ning he sha ing o in o ma ion sys ems, depends on he beha io and a i udes
o indi iduals a he han solely elying on echnological solu ions (childe house & owill, 2015).
childe house and owill (2015) u he s a ed ha add essing echnical issues is ypically less challenging
han ackling he mo e deeply ing ained challenges associa ed wi h beha io al and a i udinal aspec s.
Howe e , he e is s ill a no iceable lack o speci ic in o ma ion explaining he signi ican ac o s ha
shape hese a i udes and beha io s, highligh ing he need o u he in es iga ion.
Fu he mo e, insigh s om psychology li e a u e e eal ha pe cep ion is inhe en ly subjec i e, shaped
by in ica e cogni i e p ocesses in e wined wi h pe sonal a ibu es (Bakke & Kamann, 2007; Hu , 1990).
his unde s anding p esen s a challenge as beha io s adap o pe cep ions, while indi iduals’ his o ical
ajec o y h ough social g oups also in luences hei pe cep ions and beha io s (Bakke & Kamann,
2007). Mo eo e , weick (2007) unde sco es he signi icance o pas expe iences, such as c i ical inciden s,
in shaping p esen p ac ices, including he managemen o supply ela ionships. Howe e , he ex en o
which indi iduals’ his o ical ajec o y o pas expe iences in luence psycap de elopmen wi hin socpsych
and scM pe o mance has ye o be ho oughly in es iga ed. ecognizing hese ac o s is essen ial o
cul i a ing psycap and os e ing esilience, sel -e icacy, and op imism. By lea ning om his o ical ajec-
o ies and pas expe iences, indi iduals can po en ially de elop he posi i e psychological esou ces c u-
cial o pe sonal and p o essional g ow h.
ano he s udy has acknowledged ha leade ships has a signi ican impac o psycap and known as
he d i ing o ce behind he supply chain sys em (p abhu & s i as a a, 2023; e zio ski & He mel, 2011).
Howe e , he ole o leade ships in he ela ionships be ween psycap, socpsych and scM is s ill unclea .
analyzing he ole o leade ship in he ela ionship be ween psycap, socpsych, and scM is essen ial
because i s migh po en ially c ea e a posi i e o ganiza ional clima e, acili a e social suppo ne wo ks,
ole model adap i e beha io s, align goals, and suppo lea ning and de elopmen ini ia i es, all o
which con ibu e o he cul i a ion o psycap and socpsych and he success o scM e o s.
cOgen Business & ManageMen 21
addi ionally, gi en he ecognized impo ance o en i onmen al impac wi hin supply chain ne wo ks,
i is essen ial o conduc esea ch ha explo es i s ope a ional aspec s. in eg a ing en i onmen al issues
in o u u e s udies wi hin he con ex o scM is i al o ad ancing sus ainabili y, ensu ing egula o y
compliance, cu ing cos s, managing isks, enhancing epu a ion, os e ing inno a ion, gaining compe i-
i e ad an age, and ensu ing long- e m iabili y. By inco po a ing en i onmen al conside a ions in o scM
p ac ices, o ganiza ions can gene a e alue o s akeholde s while minimizing hei en i onmen al oo -
p in and con ibu ing o a mo e sus ainable u u e.
Implica ions
he indings o his s udy ha e signi ican implica ions o bo h academia and p ac ice. F om an aca-
demic pe spec i e, his esea ch sheds ligh on he ela i ely unexplo ed in e sec ion o psycap, socpsych,
and scM. By examining he complex ela ionships be ween us , powe , pe cep ion, and social ac o s
wi hin he con ex o scM, his s udy con ibu es o a deepe unde s anding o how human a ibu es
and social dynamics impac scM pe o mance. he in eg a ion o psychological and social concep s in o
he ealm o scM p o ides a mul idimensional pe spec i e ha en iches exis ing heo ies and amewo ks.
in e ms o p ac ical implica ions, o ganiza ions ope a ing wi hin supply chain ne wo ks can bene i
om he insigh s o e ed by his esea ch. acco ding o he esul s, i is indica ed ha psycap plays a
c ucial ole in enhancing a ious posi i e ex a- ole beha io s in he wo kplace, such as wo k commi -
men , engagemen , punc uali y, and mo i a ion o knowledge sha ing. psycap is also ecognized as an
e ec i e ac o in mi iga ing emo ional exhaus ion, s ain, and a igue, while os e ing s onge posi i e
ela ionships among eam membe s. hese posi i e ai s a e likely o ele a e he le el o socpsych, pa -
icula ly in os e ing us among employees. his heigh ened us can lead o inc eased indi idual inno-
a i eness, enhanced esponsi eness, and lexibili y, s eamlined e i ica ion p ocesses, and smoo he
in eg a ion and ha monious social in e ac ions wi hin he o ganiza ion. consequen ly, he collabo a ion
and ope a ional e iciency o he scM will be enhanced, leading o educed ansac ion cos s, and ul i-
ma ely inc easing o e all scM pe o mance.
Fu he mo e, he inc easing le el o psycap may ha e a cons uc i e impac on indi iduals’ cogni i e
p ocesses and pe spec i es, os e ing a posi i e way o hinking ha leads o a o able pe cep ions.
hese posi i e pe cep ions can cul i a e a ious cons uc i e beha io s among supply chain membe s,
such as heigh ened commi men and inc eased openness o communica ion and in o ma ion sha ing,
which in u n leads o smoo he communica ion and well-coo dina ed decision-making p ocesses.
addi ionally, his posi i e pe cep ion assis s supply chain membe s in aligning hei pe spec i es ega d-
ing alue, isk, and oppo uni ies. consequen ly, posi i e in e p e a ions o in o ma ion among supply
chain pa ne s a e o med, os e ing g ea e collabo a ion and be e decisions. Mo eo e , posi i e pe -
cep ions can po en ially cul i a e us and os e posi i e imp essions among supply chain pa ne s,
he eby minimizing con lic s. as a esul , a conduci e en i onmen o e ec i e supply chain collabo a-
ion is es ablished, leading o inc eased o e all coo dina ion and pe o mance o scM.
in ela ion o powe dynamics, i is acknowledged ha an inc ease in psycap can enhance indi iduals’
sel -con idence, p omo ing posi i e hinking, and augmen ing hei sel -con ol o p e en he misuse o
powe . his esul s in be e emo ional managemen and a dec eased likelihood o excessi e powe
usage. consequen ly, supply chain membe s a e mo e likely o ocus hei e o s on pu suing wo k
goals, a oiding dominance, and e ec i ely managing po en ial con lic s. his os e s enhanced coope a-
ion among membe s and con ibu es o be e coo dina ion. hese posi i e beha io s u he p omo e
coope a ion and engagemen be ween supply chain membe s, while also inc easing he pe cep ion o
equi y among pa ne s. as a esul , g oup success is os e ed, and o e all scM p ac ices a e enhanced,
leading o inc eased coo dina ion and e ec i eness wi hin he supply chain.
i is acknowledged ha social ac o s and psycap a e in e connec ed. social ac o s can in luence indi-
iduals’ pe cep ions, a i udes, beha io s, and decision-making p ocesses, while psycap os e s posi i e
cogni i e p ocesses, a o able pe cep ions, and posi i e beha io s. hese posi i e beha io s con ibu e o
he enhancemen o supply chain ela ionships. Fu he mo e, social ac o s a e conside ed wi hin supply
chain ope a ions o imp o e human well-being, sa e y, and communi y de elopmen by minimizing ha m.
in his ega d, psycap assis s indi iduals in educing s ess and exhaus ion while inc easing mo i a ion,
22 w. p. se iOning Yas e al.
communica ion, and coope a ion o achie e hese goals. when social ac o s and psycap a e syne gized,
and all objec i es a e me , social isks wi hin supply chain ope a ions a e educed, human well-being and
sa e y a e inc eased, consequen ly enhancing he ope a ional e iciency and p ac ices o scM.
addi ionally, he s udy unde sco es he po en ial o os e ing psycap among indi iduals in he supply chain
wo k o ce. O ganiza ions can design a ge ed aining p og ams o de elop a ibu es such as hope, sel -e icacy,
esilience, and op imism, ul ima ely con ibu ing o imp o ed in e pe sonal ela ionships, us , and collabo a-
ion. Howe e , he implemen a ion o such p og ams necessi a es a ca e ul assessmen o cos -bene i a ios
o ensu e ha he posi i e ou comes o enhanced psycap ou weigh he associa ed expenses.
Limi a ions
his s udy, like any esea ch endea o , has se e al inhe en limi a ions ha wa an acknowledgmen
when in e p e ing he indings. Fi s ly, i elies p ima ily on exis ing li e a u e, which, al hough comp e-
hensi e, may no cap u e all he nuances and e ol ing dynamics a he in e sec ion o psychological
capi al (psycap), social psychology (socpsych), and supply chain Managemen (scM). consequen ly,
he e could be ac o s and ela ionships ha a e o e looked o unde ep esen ed in his analysis.
secondly, he s udy is cons ained by i s eliance on english-language sou ces, po en ially excluding alu-
able insigh s om non-english li e a u e ela ed o psycap, socpsych, and scM. B oade language inclu-
si i y could yield u he pe spec i es and indings. hi dly, he s udy p edominan ly explo es heo e ical
connec ions and po en ial implica ions wi hou del ing in o speci ic empi ical da a o case s udies.
he e o e, he eal-wo ld applicabili y o he p oposed ela ionships and mechanisms equi es u he
empi ical alida ion and in es iga ion.
addi ionally, i ’s essen ial o ecognize ha he u iliza ion o quali a i e esea ch me hods is no
en i ely ee om subjec i i y. i necessi a es a subjec i e ca ego iza ion p ocess based on he esea ch-
e ’s expe ience and knowledge. Mo eo e , his s udy elied on manual sc eening and analysis o da a-
bases wi hou he aid o esea ch ools o so wa e. he e o e, he e could be bene i s in employing
so wa e, such as bibliog aphic applica ions, o expedi e he sc eening, so ing, and ca ego iza ion o
ele an da a sou ces. he use o so wa e o analysis can also con ibu e o educing he esea che ’s
subjec i i y in in e p e ing da a.
Conclusion
in conclusion, psychological capi al (psycap) plays a c ucial ole in enhancing employees’ wo k engagemen
and in e ac ion, os e ing us and s onge connec ions among o ganiza ional membe s. his con ibu es o
a mo e conduci e en i onmen and smoo he in eg a ion, ul ima ely leading o imp o ed o e all pe o -
mance in supply chain managemen (scM). Fu he mo e, he s a egic u iliza ion o powe in supply chain
ela ionships can be posi i ely in luenced by he cul i a ion o psycap. psycap p omo es posi i e emo ions
and cons uc i e ac ions while p e en ing he misuse o powe and dominance. his os e s collabo a ion
among supply chain membe s and mi iga es excessi e powe use, ul ima ely enhancing scM pe o mance.
ano he s udy has emphasized he in luence o pe cep ions wi hin he supply chain on i s e ec i eness
h ough he de elopmen o psycap. psycap impac s indi iduals’ cogni i e p ocesses and pe spec i es,
leading o a o able imp essions and us among supply chain membe s. his os e s ha moniza ion and
collabo a ion among pa ne s, ul ima ely enhancing o e all scM pe o mance. addi ionally, schola s ha e
es ablished a co ela ion be ween social ac o s and he in ica e p ocess o alue co-c ea ion wi hin he
supply chain. in his con ex , psycap plays a c ucial ole in nu u ing posi i e cogni i e p ocesses wi hin
indi iduals, independen o ex e nal social ac o s’ in luence. essen ially, psycap se es as a guiding o ce
ha di ec s indi iduals owa ds posi i e beha io , he eby posi i ely impac ing scM pe o mance.
Howe e , i is c ucial o acknowledge he po en ial ba ie s ha may impede he implemen a ion o
scM. hese ba ie s encompass a ious ac o s such as manage ial, o ganiza ional, inancial, echnologi-
cal, indi idual, and socio-cul u al aspec s. in es iga ing and add essing hese ba ie s is essen ial along-
side he cul i a ion o psycap and socpsych o u he enhance he e ec i eness o scM p ac ices.
he implica ions o his esea ch a e signi ican o bo h academia and p ac ice. F om an academic pe -
spec i e, his s udy en iches exis ing li e a u e by seamlessly in eg a ing psychological and social concep s
cOgen Business & ManageMen 23
in o he scM domain. i o e s mul i ace ed insigh s in o collabo a ion, powe dynamics, and in e pe sonal
ela ionships wi hin scM. F om a p ac ical s andpoin , he cul i a ion o psycap, in e connec ed wi h
socpsych, has he po en ial o educe supply chain ansac ion cos s, inc ease collabo a ion, e ec i eness,
and ope a ional e iciency, minimize con lic s, and educe social isks wi hin supply chain ope a ions, ul i-
ma ely imp o ing scM pe o mance. i is no ewo hy ha o ganiza ions can le e age he insigh s de i ed
om his esea ch o es ablish a suppo i e and us wo hy wo kplace en i onmen . addi ionally, hey can
s a egically design ailo ed aining p og ams ocused on enhancing psycap among hei employees.
o comp ehensi ely ad ance ou unde s anding in his ield, u he in es iga ion should del e in o
he speci ic ac o s in luencing indi iduals’ pe cep ions, beha io s, and a i udes, and how hese ac o s
subsequen ly a ec psycap, socpsych, and scM. Fu u e esea ch could also explo e he in luence o lead-
e ship on psycap and socpsych wi hin scM p ac ices. Mo eo e , conduc ing de ailed analyses o he
cos s associa ed wi h implemen ing psycap- ocused aining p og ams is essen ial o p ac ical easibili y.
addi ionally, in es iga ing he en i onmen al impac wi hin supply chain ne wo ks is c ucial o achie ing
mo e sus ainable scM p ac ices.
while his pape con ibu es aluable insigh s, i ’s essen ial o ecognize i s limi a ions, such as i s
eliance on exis ing li e a u e and heo e ical amewo ks. o s eng hen hese heo e ical ela ionships,
u he empi ical esea ch conduc ed in eal-wo ld supply chain con ex s is necessa y. addi ionally, con-
side ing he adop ion o so wa e o applica ions o s eamline he sc eening, so ing, and ca ego iza ion
o ele an da a sou ces could enhance he analysis p ocess, educing subjec i i y in da a in e p e a ion
and accele a ing esea ch p og ess.
Acknowledgmen s
we would like o hank he e iewe who ga e us sugges ions o he u he de elopmen o his a icle.
Au ho con ibu ions
concep ualiza ion, w.p.s.; me hodology, w.p.s.; so wa e, w.p.s.; ali-da ion, w.p.s.; o mal analysis, w.p.s.; in es iga ion,
w.p.s.; esou ces, w.p.s.; w i ing—o iginal d a p epa a ion, w.p.s.; w i ing— e iew and edi ing, w.p.s.; supe ision,
Z.J.F. and a.D.; p ojec adminis a ion, w.p.s., Z.J.F. and a.D; unding acquisi ion, w.p.s. all au ho s ha e ead and
ag eed o he published e sion o he manusc ip .
Disclosu e s a emen
no po en ial compe ing in e es was epo ed by he au ho s.
In o med consen s a emen
no applicable.
Ins i u ional e iew boa d s a emen
no applicable.
Funding
his esea ch ecei ed no ex e nal unding.
Abou he au ho s
Widhayani Pu i Se ioning yas was bo n on Feb ua y 4, 1986, in su abaya, eas Ja a, indonesia. she has been a senio
lec u e a adi Buana uni e si y in indonesia since 2015. cu en ly, she is pu suing a ph.D. in he Depa men o
economics and social sciences a he Hunga ian uni e si y o ag icul u e and li e sciences unde he s ipendium
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