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The purpose of this paper is to investigate the relationships of supply chain resilience (SCR) and absorptive capacity (ACAP) with firm performance by specifically examining the crisis-mitigating effects under an environmental jolt such as COVID-19.

This paper is based on data from a questionnaire survey among Danish manufacturing and transport and logistics companies with 174 respondents.

While the adaptive capabilities associated with both SCR and ACAP are well recognized in extant SCM literature, less is known about their boundary conditions. Examining the functioning of SCR and ACAP amid the COVID-19 crisis, this study finds that both SCR and ACAP related positively to firm performance. However, while the positive relationship between SCR and firm performance was partly mediated by better crisis-mitigation, the results of this study did not find that a similar mechanism was present for ACAP. These results suggest notable refinements of current understandings of SCR and ACAP.

This study is limited by the cross-sectional design, the focus on Danish companies only, and by examining only two industries. Hence, comparisons to other countries and other industries would be of significant interest.

Investing in SCR and ACAP to different extents provides for a complementary mix of longer-term opportunity-generating dynamic capabilities and more short-term crisis-mitigating dynamic capabilities. Firms will benefit from both types of dynamic capabilities during a crisis, but the latter will be more important for mitigating specific crisis impacts.

This paper extends current theorizing on ACAP and SCR by adding the distinction between the long-term opportunity generating dynamic capabilities and short-term crisis-mitigating dynamic capabilities. This paper provides novelty by empirically examining this theorizing by investigating the performance- and crisis-mitigating effect of SCR and ACAP in the light of the COVID-19 crisis.

The purpose of this paper is to explore the challenges facing companies that operate within complex supply networks and the strategies they use to manage such complex supply networks.

The paper uses mixed methods by combining in-depth case studies with an executive forum with those of senior industry stakeholders. The two in-depth supply network case studies were carried out through multiple interviews with focal (or ‘developer’) firms that supply energy through offshore wind power and key suppliers such as wind turbine manufacturers.

The findings show the challenges the offshore wind power industry faces because of complex supply networks, including attempts by several actors to exert their power and control. Despite the networks facing similar complexities and challenges, two distinctly different strategies for orchestrating and governing supply networks are uncovered: one strategy resembles an interventionist strategy, while the other is based on delegation.

Based on the findings, the authors identify and develop a classification of complex supply network divided into intervention and delegation strategies, thereby adding to existing research on ways to manage complex supply networks.

The authors identify strategies for focal firms for managing in complex supply networks, based on control and intervention or coordination and delegation.

Existing research on supply network strategies has largely focused on non-complex contexts. This paper draws from complex adaptive systems and organisational behaviour perspectives to contribute original insights into supply network strategies in complex supply networks.

The purpose of this paper is to extend the research domain of Sales & Operations Planning (S&OP) beyond the hard issues by focusing on soft issues in S&OP processes. This paper aims to investigate how consciousness of different personality types can affect S&OP processes.

This paper is based on a single longitudinal case study from a medium-sized enterprise with a data collection period of more than two years. This paper is based on observation and interviews gathered at several stages during pilot implementation and operation phases.

This paper indicates that a focus on behavior using personality type theory and key behavioral indicators has provided a common framework for understanding how the S&OP process is impacted by different personalities and behavior. This knowledge has increased the awareness of which behavior sustains a silo mentality and which behavior breaks it down. Quotations are used to provide substance of this explorative topic.

As a single case study, this paper only provides results for analytical generalization.

Consciousness of behavioral elements in S&OP processes is proposed here as a complement to key performance indicators as levers to implement and obtain sustained operation of S&OP.

This paper is the first explicitly integrating personality type theory for a better understanding of implementing and operating S&OP processes. This paper contributes with a new understanding of S&OP success factors and how a common language may improve process efficiency.