Coping in supply chains: a conceptual framework for disruption management

Abstract

PurposeThe Covid-19 pandemic exposed the fragility of global supply chains. Attempts to deepen our understanding of the effects of the pandemic on global supply chains mostly offer anecdotal evidences and lack theory grounded research. The purpose of this paper is to develop a conceptual framework to help explain supply chain disruption management.Design/methodology/approachThis is a conceptual paper and uses a theory building approach. It develops a conceptual framework adapted from coping theory in psychology to explain supply chain disruption management. To refine the framework, the authors independently reviewed extant supply chain disruption management literature. The authors then studied the frameworks on stress theory in psychology. Following the review of both streams of literatures, the authors developed an initial draft of the conceptual model. This draft was then iteratively refined through extensive discussions among the authors.FindingsCoping theory can help revise supply chain disruption management with an alternative lens that has not been applied before in this domain. The proposed conceptual framework is generic and can be applied to disruption management strategies for any organization in any industry.Originality/valueThe conceptual framework proposed in this paper offers a new theoretical lens to supply chain disruption management discourse. It contributes to the operational understanding of supply chain disruption management.