Forming post-COVID supply chains: does supply chain managers' social network affect resilience?

Ethan Nikookar*, Yoshio Yanadori

*この研究の対応する著者

研究成果: Article査読

抄録

Purpose: Rethinking how to build resilience in supply chains is once again highlighted by COVID-19. Research on supply chain resilience has established flexibility as a firm-level antecedent that contributes to supply chain resilience. However, the authors know little about how supply chain flexibility is developed within a firm. Drawing on social capital theory, the authors claim that the way supply chain managers are embedded in their social networks plays a critical role in developing this antecedent. Specifically, the authors hypothesize that supply chain managers' structural and relational embeddedness in their reference network, comprised of individuals from whom they seek advice, is instrumental to developing supply chain flexibility, which subsequently enhances the firm's supply chain resilience. Design/methodology/approach: Survey data collected from 485 manufacturing firms in Australia and Hayes and Preacher's (2014) parallel multiple mediator model were employed to empirically test the hypotheses. Findings: The findings of the study establish that supply chain managers' structural and relational embeddedness in their reference network indeed have implications for developing supply chain resilience. Furthermore, the mediator through which managers' social embeddedness influences supply chain resilience is identified in the current study. Originality/value: The study contributes to the extant literature on supply chain resilience, investigating the role that supply chain managers' social capital play in developing the resilience of their firm.

本文言語English
ジャーナルInternational Journal of Physical Distribution and Logistics Management
DOI
出版ステータスAccepted/In press - 2022

ASJC Scopus subject areas

  • 輸送
  • 技術マネージメントおよび技術革新管理

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