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Coping in supply chains: a conceptual framework for disruption management

Nezih Altay (Driehaus College of Business, DePaul University, Chicago, Illinois, USA)
Raktim Pal (James Madison University, Harrisonburg, Virginia, USA)

The International Journal of Logistics Management

ISSN: 0957-4093

Article publication date: 18 February 2022

Issue publication date: 14 March 2023

1291

Abstract

Purpose

The Covid-19 pandemic exposed the fragility of global supply chains. Attempts to deepen our understanding of the effects of the pandemic on global supply chains mostly offer anecdotal evidences and lack theory grounded research. The purpose of this paper is to develop a conceptual framework to help explain supply chain disruption management.

Design/methodology/approach

This is a conceptual paper and uses a theory building approach. It develops a conceptual framework adapted from coping theory in psychology to explain supply chain disruption management. To refine the framework, the authors independently reviewed extant supply chain disruption management literature. The authors then studied the frameworks on stress theory in psychology. Following the review of both streams of literatures, the authors developed an initial draft of the conceptual model. This draft was then iteratively refined through extensive discussions among the authors.

Findings

Coping theory can help revise supply chain disruption management with an alternative lens that has not been applied before in this domain. The proposed conceptual framework is generic and can be applied to disruption management strategies for any organization in any industry.

Originality/value

The conceptual framework proposed in this paper offers a new theoretical lens to supply chain disruption management discourse. It contributes to the operational understanding of supply chain disruption management.

Keywords

Citation

Altay, N. and Pal, R. (2023), "Coping in supply chains: a conceptual framework for disruption management", The International Journal of Logistics Management, Vol. 34 No. 2, pp. 261-279. https://doi.org/10.1108/IJLM-05-2021-0305

Publisher

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Emerald Publishing Limited

Copyright © 2022, Emerald Publishing Limited

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