Interactive control and innovation performance: from the supply chain resilience perspective

Purpose This study investigates the impact of interactive control on firm innovation performance. It also examines the mediating roles of both proactive capability and reactive capability of supply chain resilience in the relationship between interactive control and innovation performance as well as the moderating effect of environmental turbulence. Design/methodology/approach A questionnaire was distributed online to 306 managers from companies in China’s Yangtze River Delta region. Structural equation modeling was primarily constructed using AMOS 24.0, with data analysis conducted through SPSS 26.0. Findings Interactive control positively influenced firm innovation performance through both the proactive and reactive capabilities of supply chain resilience. The mediating effect of the reactive capability of supply chain resilience was more significant. Environmental turbulence positively moderated the impact of interactive control on innovation performance as well as its effect on the reactive capability of supply chain resilience. Further analysis revealed that the positive impact of interactive control on firm innovation performance was more pronounced in companies with a higher proportion of female managers and in high-tech enterprises. Practical implications This study helps managers effectively utilize interactive control to stimulate innovation vitality. It also provides valuable insights for optimizing supply chain resource allocation in uncertain environments, ensuring the enhancement of firm innovation performance. Originality/value This paper divides supply chain resilience into proactive capability and reactive capability. It empirically examines the mediating effects in the relationship between interactive control and innovation performance, thereby uncovering the “black box” between interactive control and firm innovation performance.