Preparing supply chain for the next disruption beyond COVID-19: managerial antecedents of supply chain resilience

Ethan Nikookar*, Yoshio Yanadori

*この研究の対応する著者

研究成果: Article査読

1 被引用数 (Scopus)

抄録

Purpose: COVID-19 once again showed the importance of building resilience in supply chains. Extant research on supply chain resilience management has successfully identified a set of organizational antecedents that contribute to supply chain resilience. However, little is known about the mechanisms by which these antecedents are developed within a firm. Drawing on the dynamic managerial capabilities theory, the current study aims to investigate the critical role that supply chain managers play in developing the organizational antecedents. Specifically, this study shows that supply chain managers' social capital, human capital and cognition are instrumental to the development of three organizational supply chain resilience antecedents: visibility, responsiveness and flexibility, which subsequently enhance the firm's supply chain resilience. Design/methodology/approach: The authors employ survey data collected from 598 manufacturing firms in Australia, and Hayes and Preacher's (2014) parallel multiple mediator model to empirically test the hypotheses. Findings: The findings of the study establish that supply chain managers' social capital, human capital and cognition indeed have implications for developing supply chain resilience. Furthermore, the mediators through which managers' social capital, human capital and cognition improve supply chain resilience are 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 play in developing the resilience of their firm.

本文言語English
ページ(範囲)59-90
ページ数32
ジャーナルInternational Journal of Operations and Production Management
42
1
DOI
出版ステータスPublished - 2022 1月 3

ASJC Scopus subject areas

  • 決定科学(全般)
  • 戦略と経営
  • 技術マネージメントおよび技術革新管理

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