Firm's resilience to supply chain disruptions: Scale development and empirical examination |
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| Affiliation: | 1. College of Business, Oregon State University, Corvallis, OR 97331, United States;2. Center for Supply Networks, Arizona State University, Phoenix, AZ 85004, United States;3. Department of Management Studies, College of Business, University of Michigan—Dearborn, 19000 Hubbard Drive, FCS 184, Dearborn, MI 48126, United States;4. Department of Supply Chain and Operations Management, Carlson School of Management, University of Minnesota, 321 19th Avenue South, Minneapolis, MN 54545, United States;1. Business School, University of Mannheim, Schloss Schneckenhof Ost, 68131 Mannheim, Germany;2. Department of Management, Technology, and Economics, Swiss Federal Institute of Technology Zurich, Weinbergstrasse 56/58, 8092 Zurich, Switzerland;1. Indian Institute of Technology Delhi, Hauz Khas, New Delhi 110016, India;2. Department of Industrial Engineering and Engineering Management, College of Engineering, University of Sharjah, P.O. Box 27272, Sharjah, United Arab Emirates;3. Department of Operations and Supply Chain Management, Opus College of Business, University of St. Thomas, Mail # TMH 443, 1000 LaSalle Avenue, Minneapolis, MN 55403-2005, United States;1. Department of Shipping and Transportation Management, National Taiwan Ocean University, No.2, Beining Rd., Jhongjheng District, Keelung City, Taiwan;2. Department of Transportation Science, National Taiwan Ocean University, No.2, Beining Rd., Jhongjheng District, Keelung City, Taiwan;3. Department of Logistics and Maritime Studies, The Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong;4. Australian Maritime College, University of Tasmania, Australia |
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| Abstract: | This paper expands our understanding of factors that contribute to development of firm resilience to supply chain disruptions. In doing so, we operationalize firm resilience to understand how supply chain disruption orientated firms can develop resilience to supply chain disruptions. We find that supply chain disruption orientation alone is not enough for a firm to develop resilience. Supply chain disruption oriented firms require the ability to reconfigure resources or have a risk management resource infrastructure to develop resilience. The way in which supply chain disruption oriented firms develop resilience through resource reconfiguration or risk management infrastructure depends on the context of the disruption as high impact or low impact. In a high impact disruption context, resource reconfiguration fully mediates the relationship between supply chain disruption orientation and firm resilience. In a low impact disruption context, supply chain disruption orientation and risk management infrastructure have a synergistic effect on developing firm resilience. |
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| Keywords: | Supply chain Resilience Scale development Risk management |
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