Resilience and risk management in railway supply chains: the interplay of leadership, innovation and competitive advantage

Purpose This study explores how managerial leadership and organizational innovation interact to enhance resilience and risk management in railway supply chains and how these capabilities contribute to sustained competitive advantage. It emphasizes the strategic importance of resilience in railway systems that face operational complexity, regulatory pressures and increasing exposure to systemic risks. Design/methodology/approach A mixed-methods design was employed, integrating survey data from 186 railway organizations with six case studies involving railway operators, rolling stock manufacturers and supply chain partners across multiple regions. Constructs were measured using validated scales and hypothesized relationships were tested using Structural Equation Modeling (SEM). Case study interviews were analyzed thematically to provide contextual understanding of leadership practices and innovation strategies. Findings The results confirm that transformational managerial leadership significantly predicts innovation adoption, which in turn strengthens resilience and risk management capabilities. Resilience emerged as a powerful driver of competitive advantage, reinforcing its role as a strategic capability rather than a reactive response to disruptions. Furthermore, innovation was shown to partially mediate the relationship between leadership and resilience, highlighting its function as the operational channel through which vision translates into capability. Originality/value This study contributes to the literature by integrating the Resource-Based View (RBV) and Dynamic Capabilities (DC) framework into the context of railway supply chains. It is among the first to empirically validate the mediating role of innovation between leadership and resilience, offering both theoretical advancements and actionable strategies for building resilient and competitive railway systems.