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Delay and disruption claims involve a complex process that often result in disputes, unnecessary expenses and time loss on construction projects. This study aims to review and synthesize the contributions of previous research undertaken in this area and propose future directions for improving the process of delay and disruption claims.

This study adopted a holistic systematic review of literature following Preferred Reporting Items for Systematic Reviews and Meta-Analysis guidelines. A total of 230 articles were shortlisted related to delay and disruption claims in construction using Scopus and Web of Science databases.

Six research themes were identified and critically reviewed including delay analysis, disruption analysis, claim management, contract administration, dispute resolution and delay and disruption information and records. The systematic review showed that there is a dearth of research on managing the wide-ranging information required for delay and disruption claims, ensuring the transparency and uniformity in delay and disruption claims’ information and adopting an end-user’s centred research approach for resolving the problems in the process of delay and disruption claims.

Complexities in delay and disruption claims are real-world problems faced by industry practitioners. The findings will help the research community and industry practitioners to prioritize their energies toward information management of delay and disruption claims.

This study contributes to the body of knowledge in delay and disruption claims by identifying the need for conducting more research on its information requirements and management. Subsequently, it provides an insight on the use of modern technologies such as drones, building information modeling, radio frequency identifiers, blockchain, Bigdata and machine learning, as tools for more structured and efficient attainment of required information in a transparent and consistent manner. It also recommends greater use of design science research approach for delay and disruption claims. This will help to ensure delay and disruption claims are the least complex and less dispute-prone process.

Oil and gas sector has more disruptions regarding its logistics management than any other industry. It is critical to understand which external security threats disrupt the oil and gas supply chain (OGSC). Recently, the time interval between these disruptions became frequent. the purpose of this paper is to identify key logistics elements that lead to such disruptions which would greatly benefit the oil and gas industry in developing more effective mitigation measures and resilient practices in the future.

This research develops the theoretical framework through a critical review of all theories related to resilience, logistics disruptions and mitigation methods in the oil and gas industry. Afterward, semi-structured interviews were conducted with executives in the Egyptian oil and gas industry to develop a conceptual framework. Finally, an empirical study was conducted through questionnaires with managers in the Egyptian oil and gas sector to develop the applied framework.

This research revealed that achieving an elevated level of flexibility, redundancy, visibility and collaboration in the Egyptian OGSC will significantly increase the level of resilience in the sector and consequently help in mitigating probable logistics disruptions.

This research contributes to academia by providing a conceptual framework for the most common logistics disruptions in the Egyptian OGSC and providing practitioners with the best resilience practices that are feasible and effective in mitigating logistics disruptions.

Previous research studied disruptions in OGSC from different perspectives: economic, social, political, technical, safety, legal and environmental perspectives, but no research highlighted the logistics perspective in the Egyptian context, to the best of the authors’ knowledge.

Under the co-direction of John Hagel, Deloitte’s Center for the Edge has been publishing important new studies of disruption with an ‘outcome-based approach to disruption.’ This research is discovering patterns that may help leaders institute defenses against threats and identify opportunities for innovators

Deloitte research is focusing on patterns of disruption that hit more than one market, but not all markets. It is examining: what are the characteristics of markets that would make them vulnerable to a particular pattern?

After six months of research, Deloitte has identified nine patterns that meet its outcome-based criteria. A number of the patterns are based on creating network effects that grow so quickly they become hard to compete with if the rival firm does not already have an established market position. Another set of the patterns identifies ways to fundamentally transform the value-cost equation, but without network effects.

More patterns may be discerned as the research proceeds.

For example, if incumbents and innovators just think about driverless cars as the auto industry, they are never going to fully see the disruption that is coming. By contrast, by thinking about it as a mobility ecosystem, then many other key players, risks and opportunities become apparent

The patterns identified by Deloitte research may provide leaders with insights into how to defend against specific disruptions and also offer innovators inspiration for new opportunities in established markets and Blue Ocean ventures.

This paper presents a systematic review of the literature in the domain of maritime disruption management, upon which future research framework and agenda are proposed. Two review questions, i.e. the measures that are employed to manage disruptions and how these contribute to resilience performance, were pursued.

The systematic literature review procedure was strictly followed, including identification and planning, execution, selection and synthesis and analysis. A review protocol was developed, including scope, databases and criteria guiding the review. Following this, 47 articles were eventually extracted for the systematic review to identify themes for not only addressing the review questions but also highlighting future research opportunities.

It was found that earlier studies mainly focused on measures, which are designed using mathematical models, management frameworks and other technical support systems, to analyse and evaluate risks, and their impacts on maritime players at the levels of organisation, transport system and region in which the organisation is embedded. There is, however, a lack of research that empirically examines how these measures would contribute to enhancing the resilience performance of maritime firms and their organisational performance as a whole. Subsequently, a Digitally Embedded and Technically Support Maritime Disruption Management (DEST-MDM) model is proposed.

This review is constrained by studies recorded by the Web of Science only. Nevertheless, the proposed research model would expectedly contribute to enhancing knowledge building in the specific domain of maritime disruption management and supply chain management overall while providing meaningful managerial implications to policymakers and managers in the maritime industry.

This research is perhaps one of the first studies which presents a systematic review of literature in maritime disruption management and proposes a future research framework that establishes the link between disruption management and resilience and organisational performance for empirical validation.

This study aims to use cognitive appraisal theory to explain how organizational disruption influences the development of envy resulting in unethical selling practices, turnover intentions and a reduction in customer orientation that causes disruption to impact customer relationships. This research helps to address drivers of salesperson envy, the potential disruptions to customer relationships and the required need to invest in psychological resources to offset these negative effects.

A total of 211 salespeople were surveyed to test the hypotheses. First, the measurement model was validated using a confirmatory factor analysis. Next, the hypotheses were tested using structural equation modeling AMOS 27. Mediation and moderated mediation were tested using the bootstrap method. Estimands were created within AMOS to test the indirect and interaction effects in the full model. A post hoc analysis further informed the findings.

The results show that the development of envy increases under conditions of organizational disruptions, leading to potential customer disruptions through turnover intentions, unethical selling behaviors and a reduction in customer orientation. In addition, the mediation analysis shows that envy drives the relationship between organizational disruption and unethical selling, turnover intentions and customer orientation through fully mediated relationships. Finally, the interaction effects between organizational disruption and psychological capital show high levels of psychological capital help to decrease the development of envy, thus reducing unethical selling behaviors and turnover intentions while increasing customer orientation.

The study provides practitioners with insights into how to reduce envy by investing in the psychological capital of their salesforce. The study also provides suggestions for handling disruptions and managing envy to prevent actions that act to damage customer relationships.

Salespeople are likely to encounter organizational disruption. Sales managers need to be prepared to manage the outcomes of organizational disruption as it impacts the sales force. Understanding how disruptions impact customer relationships through envy is an important yet under-explored topic. This research adds to and expands the sales literature using cognitive appraisal theory to help address drivers of salesperson envy and its potentially negative impact on customer relationships and shows the required need to invest in psychological resources to offset these negative effects. The study also helps expand the recent focus on worldwide disruptions by adopting another context for disruption stemming from organizational disruption.

A growing need for global sourcing of business has subjected firms to higher levels of uncertainty and increased risk of supply disruption. Differences in industry and infrastructure make it more difficult for firms to manage supply disruption risks effectively. The purpose of this paper is to extend developing research in this area by addressing gaps within existing literature related to environmental turbulence and uncertainties.

The authors test the model using data collected from 253 senior managers and directors in the Thai beverage industry using advanced statistical techniques to explore the relationship between representations of supply disruption risk and uncertainty.

The results show that both magnitude and probability of risk impact on the disruption risk, but the probability of loss is a dominant determinant. The authors also find that demand uncertainty and quality uncertainty affect the risk perception of purchasing managers, and are related to the magnitude of disruption risk, rather than the frequency of occurrence. Interestingly, the results show that quality uncertainty negatively impacts on the severity of disruption risk.

The construct validity of demand uncertainty was under the required threshold, intimating the need for further construct development.

The framework provides managers with direction on how to formulate and target their disruption risk management strategies. The work also allows practitioners to critical reflect on implicit risk management strategies they may already employ and their effectiveness.

The paper identifies key antecedents of supply disruption risk and tests them within a novel industrial context of the beverage industry and a novel national context of Thailand.

Additive manufacturing has been described as converting supply chains into demand chains. By focusing on metal additive manufacturing as a contemporary technology causing ongoing disruption to the supply chain, the purpose of this paper is to describe and discuss how incumbent firms act during an ongoing, transformational disruption of their supply chain.

Interviews and secondary data, along with seminars attracting approximately 600 individuals operating in metal additive manufacturing, form the empirical basis for this paper.

The findings of this paper indicate how disruption occurs at multiple positions in the supply chain. Episodic positions as conceptualised in this paper refer to how parties challenged by disruption attempt to reach normality while speeding the transformational disruption.

This paper contributes to previous research by theorising about episodic positions in light of a supply chain disruption. The empirical data are unique in how they capture supply chain change at the time of disruption and illustrate disruptive, transformational change to supply chains. The paper interlinks research on disruption from the innovation and supply chain literature, with contributions to both.

In this paper, the authors introduce supply disruption ambiguity as the inability of a sourcing firm to attach probability point estimates to the occurrence of and to the magnitude of loss from supply disruptions. The authors drew on the “ambiguity in decision-making” literature to define this concept formally, connected it to relevant supply disruption information deficit, positioned it relative to supply chain risk assessment and hypothesized and tested its negative associations with both supply base ties and inventory turnover.

The authors analysed survey data from 171 North American manufacturers and archival data for a subset (88 publicly listed) of these manufacturers via Ordinary Least Squares (OLS) estimation after ensuring that methodological concerns with survey research have been addressed. They used appropriate controls and employed the heteroskedasticity-based instrumental variable (HBIV) approach to ensure that inferences from our results are not unduly influenced by endogeneity.

Strong supply base ties decrease supply disruption ambiguity, which, in turn, increases inventory turnover. Moreover, strong supply base ties and data integration with the supply base have indirect and positive effects on inventory turnover. As sourcing firms strengthen ties and integrate data exchange with their supply base, their inventory turnover improves from access to information relevant to detect and diagnose supply disruptions effectively.

Research on supply disruption management has paid more attention to the “disruption recovery” stage than to the “disruption discovery” stage. In this paper, the authors add novel insights regarding the recognition and diagnosis aspects of the “disruption discovery” stage. These novel insights reveal how and why sourcing firms reduce their overall ambiguity associated with detecting and assessing losses from supply disruptions through establishing strong ties with their supply base and how and why reducing such ambiguity improves inventory turnover performance.

The article explores what forms of disruption are prioritized by top executives of large manufacturing companies in Finland and what strategies they consider appropriate for the management of disruptive threats and opportunities.

The empirical study was based on interviews with top executives in some of Finland's largest manufacturing companies.

Based on the data, we identify exploitative and explorative strategies in four dimensions that executives consider important in anticipating and responding to disruptions: internal development efforts, stance on new entrants, ecosystems and institutional change. Due to the presence of multiple potential disruptions, which often generate conflicting demands, executives have to consider them simultaneously and balance between them when making strategic decisions. They therefore do not necessarily have a specific response strategy, but their aim is to develop their companies' capabilities so that they are well-placed to face the future with confidence.

The findings indicate that the executives envision a disruption landscape that is more complex than typically described in the literature. In addition, it answers the call for a more systematic understanding of incumbents' response strategies by linking different disciplinary views with well-grounded empirical data.

Attracting commuters from driving to light rail systems has a good potential for reducing carbon emissions. However, the light rail system is interrupted by disruptions frequently, which reduces its attraction to passengers. Therefore, how to provide a quick replacement service during disruptions is of vital importance to avoid passengers change to other higher emission vehicles. The purpose of this paper is to focus on the decision analysis of the replacement tool for disruption recovery service in urban public light rail systems from the perspective of environmental effect.

The traditional approach – bus replacement service – and the new approach – taxi replacement service – which has been recently adopted by several cities, are examined individually and compared. The benefit of the light rail company is formulated by balancing between carbon emission and financial cost. The involving parties’ decision functions taking the passengers’ behaviors as well as numerous other important factors into account are formulated.

Both theoretical and numerical sensitivity analyses are conducted to shed light for light rail systems to better coping with disruptions, increasing service level, and attracting more passengers to the environmental transit system to reduce carbon emission.

It is worth mentioning that this research is a successful application for disruption recovery in a public transit system considering the environmental effect. To the authors’ knowledge, this research is one of the first of such applications in this area and can be used not only in the public light rail systems, but also in other urban public transport network components such as the subway and rail systems.