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The COVID-19 pandemic and recent disruptive events are affecting firms’ operations and supply chain networks on a large scale, causing disturbances in supply, demand, production and logistics activities. Although supply chain resilience (SCR) research has received large attention in recent years, the purpose of this paper is to offer an original contribution by exploring how complex configurations and interactions between SCR strategies and capacities can lead to resilience.

This study investigates the configurations of SCR strategies and capacities using a fuzzy-set qualitative comparative analysis.

First, the findings reveal different SCR strategy configurations through the lens of absorptive, reactive and restorative capacities to achieve resilience. Second, this study applies the contingent resource-based view (CRBV) perspective to interpret how organizations can achieve resilience before, during and after a disruptive event. Third, it offers an analysis of different groups of organizations, based on the adoption of different SCR strategies and capacities.

This study identifies a set of equifinal SCR strategies and capacity configurations that can be implemented to cope with a disruptive event and lead to resilience. It also enriches the research addressing the consecutive phases of SCR investments, developing the CRBV perspective. In our results, five solutions describe organizations that invest in absorptive capacities, representing an ex ante readiness.

This study aims to analyze the relationship between telework and teleworkers’ characteristics and the work-nonwork conflict (WNWC) in the Brazilian context, investigating time spent in eight nonwork dimensions and the more affected dimensions.

The study was quantitative and descriptive. A survey was conducted with 299 professionals’ teleworking in Brazil. Data analysis was conducted through descriptive statistics, Pearson’s correlation and analysis of variance.

Results show diversified interests other than work and family among teleworkers, variation within the affected nonwork dimensions in the WNWC, and that teleworkers’ WNWC is negatively associated with time flexibility and manager support and positively associated with individual preference for segmentation as a boundary management strategy.

The study highlights the need to include more nonwork aspects in telework studies to influence organizational practices. The main limitation is the nonprobabilistic sample.

Knowing more about teleworkers’ WNWC will help organizations improve lives by implementing practices and building a cultural environment that preserves nonwork time.

The study reinforces demands from new family arrangements and an aging society: organizations have to prepare to have teleworkers who want or need to dedicate time to interests besides family or children.

It progresses towards a broad understanding of nonwork besides family to understand teleworkers’ WNWC.