Exploring the role of social capital in facilitating supply chain resilience

Abstract

Purpose -There has been limited research examining the influence of inter-organisational relationships and the social capital they may nurture in building SCRES. The authors aim to explore how three dimensions of social capital (cognitive, structural and relational) may act as facilitators or enablers of the four formative capabilities for SCRES (i.e. flexibility, velocity, visibility, and collaboration), identified by Jü ttner and Maklan. Design/methodology/approach -Data were collected from three separate tiers of the supply chain involved in the response to an extreme event (the Lambrigg, UK rail crash). Using a social constructionist approach, the paper explores how social capital may enable the emergence of formative capabilities for resilience. Findings -The data suggest that the dimensions of social capital may play an influential role in facilitating the four formative capabilities for SCRES and indicate the potential for these to be mutually reinforcing. Research limitations/implications -The paper provides an illustration of some links between resilience and social capital constructs within one supply network, in the context of crisis response. Different types of network and contexts may result in other outcomes and have other facilitating effects upon SCRES. These findings should be explored within other contexts. Practical implications -The authors highlight that social capital may be nurtured deliberately or emerge as a consequence of relationships within a network. Formal efforts to build network communications, norms of reciprocity may create the conditions for appropriable organisations to emerge when faced with extreme events. Originality/value -Drawing from a social capital perspective, this paper contributes to a fuller understanding of notions of relational capital.

O que favorece a resiliência na cadeia de suprimentos? Insights a partir de uma revisão sistemática de literatura

“…Alguns autores (PETTIT; FIKSEL; CROXTON, 2010;SCHOLTEN;SCOTT;FYNES, 2014;JOHNSON;ELLIOTT;DRAKE, 2013;SHEFFI;RICE, 2005) consideram pontos distintos para cada facilitador e esta riqueza de detalhamento será evidenciada na discussão apresentada nesta seção. O Quadro 4 apresenta os facilitadores, bem como uma breve definição de cada um deles e as principais referências utilizadas para a construção da definição.…”

“…Isso deve ser feito, pois em um ambiente com grande variedade de produtos e matérias-primas, a política de redundância pode elevar demasiadamente os estoques, observando que os níveis de inventário devem sempre levar em conta os custos e os riscos de ruptura. A redundância contribui com a resposta à ruptura, podendo então ser considerada um facilitador à geração de resiliência na cadeia de suprimentos (RICE; CANIATO, 2003;SCHMITT;SINGH, 2012;JOHNSON;ELLIOTT;DRAKE, 2013;SCHOLTEN;SCOTT;FYNES, 2014).…”

“…Assim, acredita-se que há uma tendência que ao citar a comunicação, os autores à relacionem com a colaboração e vice e versa, o que gera essa ligação próxima. Destaca-se ainda que a colaboração, a comunicação e a visibilidade, além de encontrarem-se relacionadas, contribuem efetivamente para a prevenção e a mitigação das rupturas (PONOMAROV; HOLCOMB, 2009;PETTIT;FIKSEL;CROXTON, 2010;JÜTTNER;MAKLAN, 2011;JOHNSON;ELLIOTT;DRAKE, 2013;SCHOLTEN;SCOTT;FYNES, 2014).…”

On the road to carbon reduction in a food supply network: a complex adaptive systems perspective

“…Recent examples include the study of a multi-stakeholder programme led by multinational firm aiming to improve sustainability across the supply network (Alvarez et al, 2010) and a multi-tier response to an extreme event, i.e. a disaster (Johnson et al, 2013). In both cases, the boundaries of a network-level case offer fruitful room for contributing to SCM theory.…”

Supply chain risk management research agenda

“…supplier-buyer relationship) (Jia and Rutherford, 2010;Johnson et al, 2013) or characteristics of supply chain relationship (i.e. Long term relationship between supply chain members and its impact on supply chain risk) (Khan and Burnes, 2007;Jia and Rutherford, 2010).…”