Table A1 Operating variables Variables...

Table A1

Operating variables

Variables	Operationalisation	Survey questionnaire	Variable code	References
Agility (AGL)	Five measurement items from Wamba and Akter (2019) are adapted. The terms “suppliers” and “partners” are deleted and replaced by the word, “supply chain partners”	Our organization works hard to promote the flow of information with its supply chain partners	AGL1	Wamba and Akter (2019)
		Our organization works hard to develop collaborative relationships with supply chain partners	AGL2
		Our organization builds inventory buffers by maintaining a stockpile of inexpensive but key components	AGL3
		Our organization draws up contingency plans and develops crisis management teams	AGL4
		Our organization has a dependable logistics system or supply chain partners	AGL5
Flexibility (FLX)	Five items from Kurniawan et al. (2017) are adapted. The terms “items” and “products” are replaced with “offsite manufactured units” to represent the offsite construction industry. The word “products” is deleted, and “offsite manufactured items” is added	It is possible to switch the purchase of offsite manufactured units from one manufacturer/supplier to another	FLX1	Kurniawan et al. (2017)
		It is possible to change the quantity of the supplier’s order	FLX2
		Different modes of transportation are available for delivering offsite manufactured units to clients	FLX3
		Production capacity is sufficient to accommodate an increase in demand	FLX4
		Overtime or temporary worker is possible to cope with short-term demand fluctuation	FLX5
Visibility (VIS)	Seven items from Kurniawan et al. (2017) are adapted. “we” is replaced by “our organization” to ensure the consistency with the other measurement items. “partners” is replaced by “supply chain partners”	Our organization and our supply chain partners inform in advance of changing needs	VIS1	Kurniawan et al. (2017)
		Our organization and our supply chain partners share knowledge of core business process	VIS2
		Our organization and our supply chain partners keep each other informed about client’s future needs	VIS3
		Our organization and our supply chain partners communicate future strategic needs	VIS4
		Our organization continues to improve the integration of activities across the supply chain	VIS5
		Our organization and our supply chain partners share problems, market and inventory information	VIS6
		Our organization and our supply chain partners collaborate to monitor product movement	VIS7
Asset specificity (ASP)	Four items are adapted from Shi et al. (2018). Five items are adapted from Yen and Hung (2013). The words “company” and “firm” are replaced by the word “organization” to ensure consistency across the survey. The word “supplier” is replaced by “supply chain partners”	If we had to switch to a different supply chain partner during the project, much of our investment in resources (such as human, equipment, or materials) would have to be made again	ASP1	Shi (2018), Yen and Hung (2013)
		If we had to switch to a competitive supply chain partner during the project, it would be difficult for us to recoup investments in resources (like human, equipment, or materials)	ASP2
		If we had to switch to a different supply chain partner during the project, it would take some time for us to bring the new supply chain partner up to adapt to the construction schedule	ASP3
		We have spent a lot of time and effort learning to work effectively with the supply chain partners before our relationships were productive	ASP4
		Our supply chain partners have carried out considerable product adjustments to meet the requirements from our organization	ASP5
		Our supply chain partners have to a great extent invested in production equipment to adjust to our purchasing requirements	ASP6
		Our supply chain partners have committed a lot of time and specific resources to the restructuring of his production to achieve higher efficiency and quality for products delivered to our organization	ASP7
		Our supply chain partners have committed substantial resources to meeting our product control requirements	ASP8
		Our supply chain partners have to a great extent adjusted ordering effectuation and the follow-up of orders to the ordering routines of our organization	ASP9
Uncertainty (UNC)	Seven item scale is adapted from by removing one question from Inman and Green (2022) five item scale and adding the last three items. The word “supplier” is replaced by “supply chain partners”	The demands and tastes of the clients are almost unpredictable	UNC1	Inman and Green (2022)
		This organization must change its marketing practices frequently	UNC2
		The actions of this organization’s competitors are unpredictable	UNC3
		It is necessary to make major changes in this organization’s production processes frequently	UNC4
		The supply chain partners must find alternative routes for remote sites on unreliable roads with limited accessibility	UNC5
		Our supply chain partners use and upgrade to different technological platforms frequently	UNC6
		Our supply chain partners are often interrupted by adverse weather conditions during the onsite installation process	UNC7
Transaction frequency (TRF)	Three items from Silva (2021) and one item form Killen et al. (2008) is used. The item, “the frequency of the same type of transaction with the same partner” is termed as, “Our organization forms the same type of transaction with the same supply chain partners frequently”	Our organization has recurring transactions with current supply chain partners frequently	TRF1	Silva (2021), Killen et al. (2008)
		Our organization forms the same type of transaction with the same supply chain partners frequently	TRF2
		Our organization has previous agreements with the main supply chain partners for other offsite construction projects	TRF3
		Our organization has a consistent flow of new projects	TRF4
		Our organization can efficiently manage its project pipeline to ensure timely delivery and optimal resource allocation	TRF5
Bounded rationality (BOR)	Thirteen measurement items are selected from Ranatunga et al. (2020). The second and third questions, “Able to find the new market and buyers for the product” and “Able to find the information about reliable buyers for the product” are deleted because of the make to order nature of the construction industry. The term raw materials are removed and replaced by “construction materials and facilities”. The term “suppliers for raw materials” is replaced by “supply chain partners”. The phase, “about my production process” is deleted and, “to renew and upgrade the offsite construction process” is added. The questions on assess information and decision on information is revised. “Our organization has” is added to the beginning of the questions	Our organization can easily identify the activities of the competitors	BOR1	Ranatunga et al. (2020)
		Our organization can easily find accurate information about construction materials and facilities	BOR2
		Our organization can easily find accurate information about new suppliers for raw materials	BOR3
		Our organization can easily find information about reliable supply chain partners	BOR4
		Our organization can easily find the required technology about our production process	BOR5
		Our organization can easily find accurate information about construction materials and facilities	BOR6
		Our organization has capability to evaluate the needed information about the behaviour of the market price on production	BOR7
		Our organization has capability to evaluate the needed information about the behaviour of the market price on raw materials	BOR8
		Our organization has capability to evaluate the needed information about the threats from the competitors	BOR9
		Our organization has capability to evaluate the needed information about the change of business environment, political situations, and external pressures	BOR10
		Our organization has capability to make proper sales decisions	BOR11
		Our organization has capability to identify the market behaviour of the raw materials and make proper decision on purchasing them	BOR12
		Our organization has capability to make decision to avoid the threats from competitors	BOR13
		Our organization has capability to make decisions to face the changes in business environment, political situation, and the external pressures	BOR14
Opportunism (OPP)	Eight item scale is adapted from Shi et al. (2018). The term “partner” is replaced by “supply chain partners” so respondents can easily understand that the questions are specifically on supply chain operations	Our supply chain partners fail to invest in resources (like human, equipment, or materials) as required by our contract	OPP1	Shi et al. (2018)
		Our supply chain partners try to increase their own gains by evading contractual obligations	OPP2
		Our supply chain partners violate contractual terms and conditions for their own sake	OPP3
		Our supply chain partners sometimes take advantage of holes in the contract to further their interests	OPP4
		Our supply chain partners have interpreted the contract terms in their favour at our expense	OPP5
		Our supply chain partners sometimes make oral promises without doing them later for their own sake	OPP6
		Our supply chain partners sometimes alter the facts slightly to get what they need	OPP7
		Our supply chain partners withhold from expending total effort in our cooperative relationship	OPP8
Governance (GOV)	Five items from Sirisomboonsuk et al. (2018). In the first question, “The projects in the portfolio” is revised as “The projects in the organization portfolio”. Moreover, “with your business objectives” is deleted and replaced by “with our business objectives”. In the second question, “Portfolio of new products”, is converted to the construction industry perspective by including “Portfolio of new projects”	The projects in the organization portfolio are aligned with our business objectives and business strategy	GOV1	Sirisomboonsuk et al. (2018)
		Portfolio of new projects has an excellent balance in terms of long versus short term, high versus low risk, across markets and technologies, and so on	GOV2
		The offsite construction projects in our organization require a high amount of administrative activity	GOV3
		Our organization has the correct number of new product projects for its resources (people, time and money) available	GOV4
		The project is supported by our company management	GOV5

Variables	Operationalisation	Survey questionnaire	Variable code	References
Agility (AGL)	Five measurement items from Wamba and Akter (2019) are adapted. The terms “suppliers” and “partners” are deleted and replaced by the word, “supply chain partners”	Our organization works hard to promote the flow of information with its supply chain partners	AGL1	Wamba and Akter (2019)
		Our organization works hard to develop collaborative relationships with supply chain partners	AGL2
		Our organization builds inventory buffers by maintaining a stockpile of inexpensive but key components	AGL3
		Our organization draws up contingency plans and develops crisis management teams	AGL4
		Our organization has a dependable logistics system or supply chain partners	AGL5
Flexibility (FLX)	Five items from Kurniawan et al. (2017) are adapted. The terms “items” and “products” are replaced with “offsite manufactured units” to represent the offsite construction industry. The word “products” is deleted, and “offsite manufactured items” is added	It is possible to switch the purchase of offsite manufactured units from one manufacturer/supplier to another	FLX1	Kurniawan et al. (2017)
		It is possible to change the quantity of the supplier’s order	FLX2
		Different modes of transportation are available for delivering offsite manufactured units to clients	FLX3
		Production capacity is sufficient to accommodate an increase in demand	FLX4
		Overtime or temporary worker is possible to cope with short-term demand fluctuation	FLX5
Visibility (VIS)	Seven items from Kurniawan et al. (2017) are adapted. “we” is replaced by “our organization” to ensure the consistency with the other measurement items. “partners” is replaced by “supply chain partners”	Our organization and our supply chain partners inform in advance of changing needs	VIS1	Kurniawan et al. (2017)
		Our organization and our supply chain partners share knowledge of core business process	VIS2
		Our organization and our supply chain partners keep each other informed about client’s future needs	VIS3
		Our organization and our supply chain partners communicate future strategic needs	VIS4
		Our organization continues to improve the integration of activities across the supply chain	VIS5
		Our organization and our supply chain partners share problems, market and inventory information	VIS6
		Our organization and our supply chain partners collaborate to monitor product movement	VIS7
Asset specificity (ASP)	Four items are adapted from Shi et al. (2018). Five items are adapted from Yen and Hung (2013). The words “company” and “firm” are replaced by the word “organization” to ensure consistency across the survey. The word “supplier” is replaced by “supply chain partners”	If we had to switch to a different supply chain partner during the project, much of our investment in resources (such as human, equipment, or materials) would have to be made again	ASP1	Shi (2018), Yen and Hung (2013)
		If we had to switch to a competitive supply chain partner during the project, it would be difficult for us to recoup investments in resources (like human, equipment, or materials)	ASP2
		If we had to switch to a different supply chain partner during the project, it would take some time for us to bring the new supply chain partner up to adapt to the construction schedule	ASP3
		We have spent a lot of time and effort learning to work effectively with the supply chain partners before our relationships were productive	ASP4
		Our supply chain partners have carried out considerable product adjustments to meet the requirements from our organization	ASP5
		Our supply chain partners have to a great extent invested in production equipment to adjust to our purchasing requirements	ASP6
		Our supply chain partners have committed a lot of time and specific resources to the restructuring of his production to achieve higher efficiency and quality for products delivered to our organization	ASP7
		Our supply chain partners have committed substantial resources to meeting our product control requirements	ASP8
		Our supply chain partners have to a great extent adjusted ordering effectuation and the follow-up of orders to the ordering routines of our organization	ASP9
Uncertainty (UNC)	Seven item scale is adapted from by removing one question from Inman and Green (2022) five item scale and adding the last three items. The word “supplier” is replaced by “supply chain partners”	The demands and tastes of the clients are almost unpredictable	UNC1	Inman and Green (2022)
		This organization must change its marketing practices frequently	UNC2
		The actions of this organization’s competitors are unpredictable	UNC3
		It is necessary to make major changes in this organization’s production processes frequently	UNC4
		The supply chain partners must find alternative routes for remote sites on unreliable roads with limited accessibility	UNC5
		Our supply chain partners use and upgrade to different technological platforms frequently	UNC6
		Our supply chain partners are often interrupted by adverse weather conditions during the onsite installation process	UNC7
Transaction frequency (TRF)	Three items from Silva (2021) and one item form Killen et al. (2008) is used. The item, “the frequency of the same type of transaction with the same partner” is termed as, “Our organization forms the same type of transaction with the same supply chain partners frequently”	Our organization has recurring transactions with current supply chain partners frequently	TRF1	Silva (2021), Killen et al. (2008)
		Our organization forms the same type of transaction with the same supply chain partners frequently	TRF2
		Our organization has previous agreements with the main supply chain partners for other offsite construction projects	TRF3
		Our organization has a consistent flow of new projects	TRF4
		Our organization can efficiently manage its project pipeline to ensure timely delivery and optimal resource allocation	TRF5
Bounded rationality (BOR)	Thirteen measurement items are selected from Ranatunga et al. (2020). The second and third questions, “Able to find the new market and buyers for the product” and “Able to find the information about reliable buyers for the product” are deleted because of the make to order nature of the construction industry. The term raw materials are removed and replaced by “construction materials and facilities”. The term “suppliers for raw materials” is replaced by “supply chain partners”. The phase, “about my production process” is deleted and, “to renew and upgrade the offsite construction process” is added. The questions on assess information and decision on information is revised. “Our organization has” is added to the beginning of the questions	Our organization can easily identify the activities of the competitors	BOR1	Ranatunga et al. (2020)
		Our organization can easily find accurate information about construction materials and facilities	BOR2
		Our organization can easily find accurate information about new suppliers for raw materials	BOR3
		Our organization can easily find information about reliable supply chain partners	BOR4
		Our organization can easily find the required technology about our production process	BOR5
		Our organization can easily find accurate information about construction materials and facilities	BOR6
		Our organization has capability to evaluate the needed information about the behaviour of the market price on production	BOR7
		Our organization has capability to evaluate the needed information about the behaviour of the market price on raw materials	BOR8
		Our organization has capability to evaluate the needed information about the threats from the competitors	BOR9
		Our organization has capability to evaluate the needed information about the change of business environment, political situations, and external pressures	BOR10
		Our organization has capability to make proper sales decisions	BOR11
		Our organization has capability to identify the market behaviour of the raw materials and make proper decision on purchasing them	BOR12
		Our organization has capability to make decision to avoid the threats from competitors	BOR13
		Our organization has capability to make decisions to face the changes in business environment, political situation, and the external pressures	BOR14
Opportunism (OPP)	Eight item scale is adapted from Shi et al. (2018). The term “partner” is replaced by “supply chain partners” so respondents can easily understand that the questions are specifically on supply chain operations	Our supply chain partners fail to invest in resources (like human, equipment, or materials) as required by our contract	OPP1	Shi et al. (2018)
		Our supply chain partners try to increase their own gains by evading contractual obligations	OPP2
		Our supply chain partners violate contractual terms and conditions for their own sake	OPP3
		Our supply chain partners sometimes take advantage of holes in the contract to further their interests	OPP4
		Our supply chain partners have interpreted the contract terms in their favour at our expense	OPP5
		Our supply chain partners sometimes make oral promises without doing them later for their own sake	OPP6
		Our supply chain partners sometimes alter the facts slightly to get what they need	OPP7
		Our supply chain partners withhold from expending total effort in our cooperative relationship	OPP8
Governance (GOV)	Five items from Sirisomboonsuk et al. (2018). In the first question, “The projects in the portfolio” is revised as “The projects in the organization portfolio”. Moreover, “with your business objectives” is deleted and replaced by “with our business objectives”. In the second question, “Portfolio of new products”, is converted to the construction industry perspective by including “Portfolio of new projects”	The projects in the organization portfolio are aligned with our business objectives and business strategy	GOV1	Sirisomboonsuk et al. (2018)
		Portfolio of new projects has an excellent balance in terms of long versus short term, high versus low risk, across markets and technologies, and so on	GOV2
		The offsite construction projects in our organization require a high amount of administrative activity	GOV3
		Our organization has the correct number of new product projects for its resources (people, time and money) available	GOV4
		The project is supported by our company management	GOV5

Source(s): Authors’ own work

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