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1 – 10 of over 4000Jie Yang, Hongming Xie and Yuan Wang
This study investigates the possible curvilinear relationship between operational interdependency and supply chain performance as well as the contingency effect of supply chain…
Abstract
Purpose
This study investigates the possible curvilinear relationship between operational interdependency and supply chain performance as well as the contingency effect of supply chain disruptions, in terms of disruption orientation and disruption impact.
Design/methodology/approach
Path analysis was employed to test the hypotheses using the data collected from Chinese manufacturers.
Findings
The results confirm an inverted U-shape effect of operational interdependency. As level of buyer-supplier operational dependency increase, the supply chain performance is enhanced. However, the benefits of operational interdependency diminish beyond a certain point. Additionally, the findings of this study show the disruption orientations positively moderate the relationship between interdependency and performance, whereas the effect of disruption impact is not significant.
Originality/value
The findings of this study provide an explanation to the theoretical gap about the equivocal results of the effect of dependency, which provide new insights into the literature regarding buyer-supplier relationships. Furthermore, this paper identifies the moderating role of supply chain disruption in the relationship between operational interdependency and supply chain performance, which provide further explanation about the mixed results of the effect of dependency. The results confirmed that supply chain disruption orientation positively moderate the relationship between operational interdependency and supply chain performance.
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Ghulam Hussain, Mian Sajid Nazir, Muhammad Amir Rashid and Maheen Abdul Sattar
This study aims to examine the direct and indirect effects of supply chain resilience enablers on supply chain disruption orientation per supply chain resilience. It conjointly…
Abstract
Purpose
This study aims to examine the direct and indirect effects of supply chain resilience enablers on supply chain disruption orientation per supply chain resilience. It conjointly examined the moderation of supply chain complexity on resilience enablers and supply chain resilience. It further detailed the conditional indirect effects of supply chain resilience enablers on supply chain disruption orientations via supply chain resilience at varying levels of supply chain complexity.
Design/methodology/approach
This study employed a time-lagged design (three-wave) and self-administered surveys to collect data from the supply chain managers of fast-moving consumer goods firms. A sample of 214 responses was used to test the hypothesized relationships.
Findings
The results showed that supply chain resilience significantly mediated on the relationship between supply chain resilience enablers and supply chain disruption orientation. Further, supply chain complexity positively moderated on supply chain resilience enablers and supply chain resilience. The results also supported the moderated mediated hypothesis.
Research limitations/implications
This study contributes to prevalent theory and practices in the wake of recent disruptions faced by the firms. It persuades the managers to emphasize on structuring resilient supply chain system to recover from the disruptions and accumulate and incorporate learning gained from the disruptions to strengthen the firm's response management system.
Originality/value
This study attempted to explore the underlying antecedents and consequences of supply chain resilience in Pakistan and established boundary condition effects of supply chain complexity on the proposed relationships. This research complemented and extended the conceits of resource-based and contingent resource-based views.
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R. Anthony Inman, Kenneth W. Green and Matthew D. Roberts
The purpose is to replicate and extend Ambulkar et al.’s (2015) work testing resource reconfiguration as a mediator of the supply chain disruption/firm resilience relationship and…
Abstract
Purpose
The purpose is to replicate and extend Ambulkar et al.’s (2015) work testing resource reconfiguration as a mediator of the supply chain disruption/firm resilience relationship and testing risk management infrastructure as a moderator. This study extends the work of Ambulkar in that it uses analysis of survey data gathered from manufacturing firms during an actual disruption event (COVID-19). The previous work is also in extended in that the authors include a pandemic disruption impact variable and supply chain performance is an expanded model.
Design/methodology/approach
Partial least squares structural equation modeling techniques were used to analyze data gathered from 184 US manufacturing managers during the height (Summer 2021) of the COVID-19 pandemic.
Findings
Two of four of Ambulkars et al.’s (2015) hypotheses were confirmed as relevant to firm resilience during the pandemic while two were not confirmed. Results also show that supply chain disruption orientation, risk management infrastructure and resource reconfiguration combine to improve firm resilience, which in turn improves supply chain performance while mitigating the disruption impact of COVID-19.
Originality/value
Previous work is replicated and extended, using data from an actual disruption event (COVID-19). This study presents a more comprehensive model using a newly developed and validated scale to measure pandemic impact and including supply chain performance.
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Jose Matas, Nieves Perez, Laura Ruiz and Marta Riquelme-Medina
This study aims to investigate the interplay between a proactive attitude towards disruptions – supply chain disruption orientation – and supply chain resilience, increasing our…
Abstract
Purpose
This study aims to investigate the interplay between a proactive attitude towards disruptions – supply chain disruption orientation – and supply chain resilience, increasing our understanding of their influence on reducing the impact of supply chain disruptions within the B2B context.
Design/methodology/approach
As unexpected disruptions are closely related to a dynamic and changing perception of the environment, this research is framed under the dynamic capabilities lens, consistent with existing resilience literature. The authors used partial least squares-path modeling (PLS-PM) to empirically test the proposed research model using survey data from 216 firms.
Findings
Results show that a proactive approach to disruptions alone is insufficient in mitigating their negative impact. Instead, a firm’s disruption orientation plays a crucial role in boosting its resilience, which acts as a mediator, reducing the impact of disruptions.
Originality/value
This paper sheds light on the mechanisms by which firms can mitigate the effects of supply chain disruptions and offers insights into how certain capabilities are needed so that firms’ attitudes can effectively impact firm performance. This research thus suggests that dynamic capabilities, traditionally perceived as being enabled by other elements, act themselves as enablers. Consequently, they have the potential to translate strategic orientation or attitudes into tangible effects on performance, enriching our understanding of how firms combine their internal attitudes and capabilities to achieve sustained competitive advantage.
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Maciel M. Queiroz, Samuel Fosso Wamba and Regina M. Branski
Although the advances in the supply chain resilience (SCR) literature, there is a critical gap concerning this understanding in a high disruption context, such as in the case of…
Abstract
Purpose
Although the advances in the supply chain resilience (SCR) literature, there is a critical gap concerning this understanding in a high disruption context, such as in the case of the COVID-19. This paper aims to investigate some dimensions (agility, robustness, disruption orientation and resource reconfiguration) of the SCR during this unprecedented disruption in the Brazilian supply chain context.
Design/methodology/approach
Supported by the resource-based view, dynamic capabilities and the SCR literature, we developed a model, which in turn was analyzed and validated by partial least squares structural equation modelling.
Findings
The results revealed that while resource reconfiguration and supply chain disruption orientation positively affect SCR, we found a non-significant effect of supply chain robustness and agility.
Practical implications
The findings suggest that in a considerable disruption scenario, managers with their supply chain operations in emerging economies should prioritize the development of resources to support the disruption orientation and manage the scarce resources adequately by reconfiguring them.
Originality/value
Our study is one of the first that reported the dynamics of the SCR dimensions in an emerging economy during the COVID-19.
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Hua Liu and Shaobo Wei
Building on the information processing perspective, the authors propose that both internal and external supply chain risk management (SCRM) practices play essential roles in…
Abstract
Purpose
Building on the information processing perspective, the authors propose that both internal and external supply chain risk management (SCRM) practices play essential roles in mediating supply chain disruption orientation (SCDO) to exercise an influence on resilience. The authors also put forward analytics capability as an important moderator in the above-mediated relationship.
Design/methodology/approach
The authors collected 170 match-paired questionnaires from Chinese firms to test our model. The authors further interviewed some managers to supplement key quantitative results.
Findings
First, SCDO positively affects resilience via internal and external SCRM practices. Second, the mediating effects of internal and external SCRM practices are stronger when analytics capability is higher. Third, analytics capability positively moderates the positive effect of SCDO on SCRM practices. Meanwhile, it does not moderate the positive effect of SCRM practices on resilience.
Research limitations/implications
Our study contributes to SCRM-related and IT-related literature by considering the content, mediating mechanisms (i.e. internal and external SCRM practices) and boundary conditions (i.e. data analytic capability) of SCDO in shaping resilience in the digital supply chain.
Practical implications
Our study helps remind managers that firms build disruption orientation, develop different SCRM practices and leverage analytics capability to improve resilience amid unexpected and unplanned disruptions.
Originality/value
Our study sheds light on the roles of both internal and external SCRM practices. Furthermore, this research helps explain how SCDO motivates resilience through SCRM practices, particularly for those firms that have higher analytics capability.
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Ayman Bahjat Abdallah, Bara' Omar Al Bourini and Hussam Mohd Al-Shorman
The present study investigates the impact of supply chain disruption orientation (SCDO) on four supply chain disruption (SCD) mitigation strategies: supply chain integration…
Abstract
Purpose
The present study investigates the impact of supply chain disruption orientation (SCDO) on four supply chain disruption (SCD) mitigation strategies: supply chain integration (SCI), supply chain agility (SCA), supply chain visibility (SCV) and supply chain redundancy (SCR). It also examines the impact of the four mitigation strategies on SCD. The impact of the latter on business performance (BP) is also explored.
Design/methodology/approach
This study employs an empirical approach through survey research methodology. It analyzes data collected from 304 managers from pharmaceutical distribution companies in Jordan. Appropriate validity and reliability tests were employed for the study constructs. Path analysis using AMOS software was performed to test the study hypotheses.
Findings
SCDO was found to positively affect all SCD mitigation strategies. Furthermore, among the four mitigation strategies examined, SCV exhibited the highest significant impact in reducing SCD, followed by SCA and then SCR. However, the results revealed that SCI did not significantly impact SCD. Additionally, SCD proved to be negatively and significantly related to BP.
Originality/value
The present study fills a gap in the literature regarding the management of SCDs in pharmaceutical supply chains (SCs) generally and SCs of pharmaceutical distribution companies specifically. It also addresses an under-investigated area in the literature concerning the role of SCDO in promoting the adoption of SCD mitigation strategies.
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Ila Manuj, Michael Herburger and Saban Adana
While, supply chain resilience (SCRES) continues to be a dominant topic in both academic and business literature and has gained more attention recently, there is limited knowledge…
Abstract
Purpose
While, supply chain resilience (SCRES) continues to be a dominant topic in both academic and business literature and has gained more attention recently, there is limited knowledge on SCRES capabilities specific to business functions. The purpose of this paper is to identify and investigate capabilities shared between supply, operations and logistics that are most important for SCRES.
Design/methodology/approach
To address this gap, the authors followed a multi-method research approach. First, the authors used the grounded theory method to generate a theoretical framework based on interviews with 51 managers from five companies in automotive SCs. Next, the authors empirically validated the framework using a survey of 340 SC professionals from the manufacturing industry.
Findings
Five significant capabilities emerged from the qualitative study; all were significant in empirical validation. This research advances the knowledge of SCRES as it informs managerial decision-making by identifying capabilities common to supply, logistics and operations that impact SCRES.
Originality/value
This research advances the knowledge of SCRES as it informs managerial decision-making by identifying capabilities common to supply, logistics and operations that impact SCRES. In addition, the findings of this research help managers better allocate resources among significant capabilities.
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Maria Holgado and Alexander Niess
Are major and frequent disruptions transforming global supply chains? This study aims to investigate how multinational companies (MNCs) are responding to the phenomenon of…
Abstract
Purpose
Are major and frequent disruptions transforming global supply chains? This study aims to investigate how multinational companies (MNCs) are responding to the phenomenon of accumulated major disruptions in recent years and plausible new paradigm of unstable conditions and environmental uncertainty from a supply chain resilience (SCRES) perspective.
Design/methodology/approach
Following an inductive interpretivist approach based on interpretive phenomenology, this study gathers insights from ten MNCs supply chain managers and international consultants who participated as key informants via semi-structured interviews, sharing their experience of the phenomenon. Additionally, secondary sources such as press releases, media articles and industry reports were used for data collection.
Findings
Findings include five categories of recovery actions, i.e. levelling, rationing, buffering, bridging and boundary redefining, key strategic changes in competitive priorities, internal organisation and coordination structures, and a hierarchy between SCRES characteristics, integrated in an empirically derived conceptual framework connecting these constructs. This contributes to middle-range theories within SCRES body of knowledge. The authors also identify a set of areas for future SCRES research.
Practical implications
Findings can support MNCs’ supply chain professionals in designing and managing resilient global supply chains, based on learnings from the recent highly disruptive environment, particularly, regarding recovery actions and resilience-building strategic changes contributing to agility and robustness in global supply chains.
Originality/value
Non-positivist interpretive and inductive works are scarce in SCRES research. By adopting this novel approach for this field, the authors broadened the categorisation of responses used in previous works and identified prominent strategic changes and SCRES characteristics and relations among constructs, thus bringing conceptual clarity to SCRES research within the context of the study.
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Jason M. Riley, Richard Klein, Janis Miller and V. Sridharan
The purpose of this paper is to understand if organizations can leverage recovery/continuous improvement (RCI) capabilities and two competencies to mitigate manifest supply chain…
Abstract
Purpose
The purpose of this paper is to understand if organizations can leverage recovery/continuous improvement (RCI) capabilities and two competencies to mitigate manifest supply chain (SC) disruptions. Specifically, the authors examine how learning from previous experience and SC disruption-orientation affects organizations’ capability to recover/continuously improve once a SC disruption has manifested. In addition, knowing that organizational inertia likely exists during disruptions, the authors examine the mediating effects of routine rigidity on proposed relationships.
Design/methodology/approach
To determine how these antecedents impact an organization’s RCI capabilities, the authors collected survey data from 219 procurement managers and analyzed these records using structural equation modeling.
Findings
The results indicate that by fostering SC disruption-orientation and developing competencies to learn from previous experience, firms can enhance their RCI capabilities, which in turn improves operational performance. Furthermore, the authors demonstrate how routine rigidity mediates the positive effects these antecedents have on the RCI capabilities construct.
Originality/value
By developing these risk management (RM) tactics and managing routine rigidity, organizations broaden their continuous improvement capability, which enables practitioners to respond to and recover from manifest disruptions. When used in conjunction with other RM tactics, such as inventory and/or redundant capacity, organizations can address an array of disruption scenarios.
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