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Firm's resilience to supply chain disruptions: Scale development and empirical examination
Author(s) -
Ambulkar Saurabh,
Blackhurst Jennifer,
Grawe Scott
Publication year - 2015
Publication title -
journal of operations management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.649
H-Index - 191
eISSN - 1873-1317
pISSN - 0272-6963
DOI - 10.1016/j.jom.2014.11.002
Subject(s) - supply chain , business , operationalization , supply chain risk management , resilience (materials science) , context (archaeology) , control reconfiguration , supply chain management , resource (disambiguation) , industrial organization , service management , risk analysis (engineering) , marketing , computer science , paleontology , philosophy , computer network , epistemology , biology , thermodynamics , embedded system , physics
This paper expands our understanding of factors that contribute to development of firm resilience to supply chain disruptions. In doing so, we operationalize firm resilience to understand how supply chain disruption orientated firms can develop resilience to supply chain disruptions. We find that supply chain disruption orientation alone is not enough for a firm to develop resilience. Supply chain disruption oriented firms require the ability to reconfigure resources or have a risk management resource infrastructure to develop resilience. The way in which supply chain disruption oriented firms develop resilience through resource reconfiguration or risk management infrastructure depends on the context of the disruption as high impact or low impact. In a high impact disruption context, resource reconfiguration fully mediates the relationship between supply chain disruption orientation and firm resilience. In a low impact disruption context, supply chain disruption orientation and risk management infrastructure have a synergistic effect on developing firm resilience.