Abstract
Managing supply chain disruption needs to be considered an important activity for organizations. Supply chain risk management implies identifying, assessing, monitoring, and evaluating the potential risks across all supply chain members. The process of risk management emphasizes the improvement of supply chain performance through designing appropriate strategies. To be more precise, the chief responsibility in supply chain risk management is to ensure quality performance during crises and disruptions. Hence, identifying and validating risk-relevant factors that leads to superior business performance is necessary. This study aims to validate the instrument to measure the impact of factors associated with business performance i.e., strategic leadership, business continuity planning, and resilience to disruption. This paper contributes to the literature by developing a comprehensive model that strengthens a firm’s resilience to disruption and leads to superior business performance.
Highlights
Managing supply chain disruption needs to be considered an important activity for organizations
This study aims to validate the instrument to measure the impact of factors associated with business performance i.e., strategic leadership, business continuity planning, and resilience to disruption
Considering the profound impact of supply chain disruptions on business survivals, there is a need for formulating key directions of action and essential activities to be performed in order to make the company's supply chain network more resilient in the presence of risk and uncertainty (Park et al, 2016; Păunescu & Argatu, 2020)
Summary
Structural contingency theory posits that organizations are “open systems”, both affect and are affected by environment According to this theory, the fit between structure and contingencies leads to better organizational performance. The upper echelon theory developed by Hambrick and Mason in 1984 is one of the primary theories focusing on top powers in organizations in the realm of strategic management research (Yamak et al, 2014). According to this theory, organizational outcome and performance is a reflection of CEO characteristics and actions of powerful actors in the organization (Hambrick & Mason, 1984). Integrating structural contingency theory and upper echelon theory, this study proposed supply chain risk management strategies that impact business performance i.e., strategic leadership, business continuity planning and resilience to disruption
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