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This paper aims to capture the complex interdependences between supply chain disruptions (SCDs), SC risk mitigation strategies and firm performance in the context of disruptive events to enhance resilience for medium-sized and large firms coping with complex supply chain networks. The roles of digitalization, insurance and government support have also been addressed as potential strategies to counteract the impacts of disruptions on supply chains.

This study is based on an empirical investigation in an FMCG company – using a hybrid causal mapping technique based on the frameworks of interpretive structural modeling (ISM) and Bayesian networks (BN) – of 11 levels of relationships between SCDs (in supply, production, logistics, demand and finance), SC risk mitigation strategies (flexibility, efficiency, agility and responsiveness), insurance, government support, information and knowledge sharing, digitalization and finally the key firm performance measures (continuity, quality and financial performance).

The results of the empirical investigation reveal and describe: (1) the nature and probabilistic quantification of the lower-level relationships among the four SCDs, among the mitigation strategies and the three firm performance measures; (2) the nature and probabilistic quantification of the higher-level relationships among the impacts of SCDs, SC risk mitigation strategies and firm performance and (3) how to model and quantify the complex interdependences in single firms and their supply chains.

Our results can support managers in developing more effective decision-making models to assess and manage unfavorable events and cascade effects among different functions and processes in the context of risks and disruptions.

This study aims to investigate the negative interpersonal antecedents, emotional mediators and boundary conditions of knowledge sabotage behavior.

The authors collected data from 275 Chinese employees using convenience sampling and snowball sampling across three stages. Subsequently, the authors used both hierarchical regression and bootstrap methods to test the proposed hypotheses.

The results confirmed that workplace ostracism has positive effects on employee knowledge sabotage behavior both directly and via employee anger. In addition, the authors found that employee bottom-line mentality (BLM) moderates not only the direct effect of workplace ostracism on employee anger but also the indirect effect of employee anger in this context. Employee conscientiousness moderates only the direct effect of workplace ostracism on employee anger and does not moderate the indirect effect.

To the best of the authors’ knowledge, this study not only explores the influence of workplace ostracism on employee knowledge sabotage behavior for the first time but also elucidates the underlying emotional mechanisms (anger) and boundary conditions (employee BLM and conscientiousness) by which workplace ostracism influences employee knowledge sabotage behavior, thus deepening the understanding of how knowledge sabotage emerges in organizations.