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Disaster Resilience Through Public–Private Short‐Term Collaboration
Author(s) -
Gabler Colin B.,
Richey Robert Glenn,
Stewart Geoffrey T.
Publication year - 2017
Publication title -
journal of business logistics
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.611
H-Index - 79
eISSN - 2158-1592
pISSN - 0735-3766
DOI - 10.1111/jbl.12152
Subject(s) - business , contingency , resilience (materials science) , supply chain , perspective (graphical) , contingency plan , corporate governance , supply chain management , natural disaster , contingency theory , disaster recovery , term (time) , event (particle physics) , process management , public relations , knowledge management , marketing , economics , finance , political science , management , computer science , physics , quantum mechanics , thermodynamics , philosophy , linguistics , artificial intelligence , meteorology , law
While contingency planning may provide a perspective for anticipating critical incidents, supply chain managers must develop competencies to address the long‐term disruptions that stem from both natural and man‐made disasters. The broad‐reaching nature of disasters brings public and private entities together and often requires collaboration to revitalize disrupted supply chains. Leveraging supply chain governance logic through the dual lenses of resource management and competing values, a research framework is introduced to address the nature of public–private short‐term collaboration and its influence on supply chain resilience. The largely unstudied concept of short‐term collaboration is at the heart of a model focusing on the alignment and adjustment of potentially disparate organizational values (public/private) to establish collective responsiveness while facilitating the fulfillment of mutual goals for a single event and/or discrete repeat events. We offer research propositions pertaining to the model and conclude with a discussion of managerial implications and the dire need for future research.