Embracing change in tandem: resilience and sustainability together transforming supply chains

Abstract

PurposeThis article investigates how micro-foundations of sustainability can build supply chain resilience (SCRes). Specifically, by defining supply chains as social-ecological systems, this article explores how sustainability as a supplier capability leads to the transformative development of SCRes capabilities.Design/methodology/approachLongitudinal multi-case studies were developed over the first year of the COVID-19 outbreak. A total of 52 interviews were conducted with managers and employees of 12 global supplier firms as well as associated local cooperative and consultancy managers. Secondary data were also used for triangulation. An inductive approach was used for data analysis to elaborate theory through a metaphor.FindingsNine micro-foundations of sustainability were identified and categorised using the dynamic capabilities steps: sensing, seizing and reconfiguring. They were found to move together with the preparing, responding and transforming steps of SCRes, respectively, and thus to perform as dance partners using our dance performance metaphor. Moreover, ten supplier cases were found to be adopting a transformative social-ecological perspective as they performed all key stages of our dance performance metaphor. The transformations all resulted from either institutional or social sustainability, and the associated micro-foundations generated six main SCRes capabilities, most commonly linking visibility and organisation with institutional and social sustainability respectively.Practical implicationsA deeper understanding of sustainability micro-foundations is provided for supply chain managers to enhance the development of SCRes strategies in preparation for future sustainability-related crises.Originality/valueUnlike previous research, this article explores an intertwined understanding of SCRes and sustainability during a crisis. Through the micro-foundations of sustainability we explain how sustainability capability builds transformative SCRes using a supplier perspective.

Designing supply chain strategies against epidemic outbreaks such as COVID‐19: Review and future research directions

“…That involves reducing carbon emissions, promoting ethical labor practices, and implementing circular economy principles to decrease waste and improve resource efficiency. Silva et al (2022) confirmed that the link between sustainability and resilience is crucial in ensuring effective crisis management. In addition, the research conducted by Majumdar et al (2021) substantiated the correlation between environmental sustainability and supply chain resilience in mitigating various risks.…”

“…Silva et al. (2022) confirmed that the link between sustainability and resilience is crucial in ensuring effective crisis management. In addition, the research conducted by Majumdar et al.…”

Impact pathways: just transition in fashion operations and supply chain management

“…Survey and case-study methods, albeit important, are insufficient for understanding the complex and paradoxical nature of climate change in the context of OSCM and diversity in terms of methodologies and epistemologies is imperative (Silva et al, 2022). We encourage critical, engaged research to expand the boundaries of OSCM to include collective social visions and perspectives of how just transition should be.…”

“…Survey and case-study methods, albeit important, are insufficient for understanding the complex and paradoxical nature of climate change in the context of OSCM and diversity in terms of methodologies and epistemologies is imperative (Silva et al. , 2022).…”

Developing global supplier competences for supply chain sustainability: The effects of institutional pressures on certification adoption

“…codes of conduct, accreditation programmes) can be a source of competitive advantage to companies particularly if they are in line with the business strategy (Pagell & Wu, 2009; Ponte et al, 2022; Srivastava, 2007). This occurs due to sustainability certifications potential to improve company reputation, increase employee well‐being, generate continuous improvement in practices and reduce costs and environmental impacts (Granly & Welo, 2014; Harjoto et al, 2019; He et al, 2022; Liute & De Giacomo, 2022); to increase productivity and organizational learning (Hajjar et al, 2019; Pereira et al, 2021); and to enhance resilience by preparing suppliers to overcome a crisis (Silva et al, 2022). Hence, certifications have an important role in SC sustainability (i.e.…”