Firm's resilience to supply chain disruptions: Scale development and empirical examination
Firm's resilience to supply chain disruptions: Scale development and empirical examination
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DOI：
10.1016/j.jom.2014.11.002
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发表时间：
2015-01-01
影响因子：
7.8
通讯作者：
Grawe, Scott
中科院分区：
文献类型：
--
作者：
Ambulkar, Saurabh;Blackhurst, Jennifer;Grawe, Scott
本文扩展了我们的理解的因素，有助于发展企业的弹性供应链中断。在这样做的过程中，我们将企业的弹性操作化，以了解供应链中断导向的企业如何发展对供应链中断的弹性。我们发现，供应链中断导向本身是不够的，一个公司发展的弹性。面向供应链中断的公司需要重新配置资源的能力，或者拥有风险管理资源基础设施，以发展弹性。以供应链中断为导向的企业通过资源重新配置或风险管理基础设施来发展弹性的方式取决于中断的背景是高影响还是低影响。在高冲击干扰背景下，资源重构完全中介供应链干扰导向与企业弹性之间的关系。在低影响的干扰背景下，供应链中断导向和风险管理基础设施对发展企业弹性具有协同效应。由爱思唯尔公司出版
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. Published by Elsevier B.V.