Linking resource slack to operational resilience: Integration of resource-based and attention-based perspectives

Impact of supply chain digitalization on supply chain resilience and performance: A multi-mediation model

“…Absorptive and response capabilities highlight the endogenous capabilities of the supply chain while recovery capabilities reflect the exogenous capabilities ( Hosseini et al, 2019 ). Absorptive capability emphasizes the ability of a supply chain system to absorb and withstand supply chain disruptions by using its original redundant resources and other risk preparation activities ( Essuman et al, 2022 ; Hosseini et al, 2019 ). It is considered the first line of defense for supply chains to deal with disruption events ( Hosseini et al, 2019 ).…”

In search of operational resilience: How and when improvisation matters

“…The improvisation literature has argued that such bounded rationality explains the emergence and benefits of improvisation (Banin et al, 2016; Hultman et al, 2022; Nemkova et al, 2015). Supply chain scholars have used varied theoretical lenses, including information processing theory (e.g., Bode et al, 2011; Wong et al, 2020), resource dependence (e.g., Bode et al, 2011; Jiang et al, 2023; Manhart et al, 2020), and the attention‐based view (Essuman et al, 2022) to explain why managers strive to reduce uncertainty and achieve organizational resilience. We apply COR theory to explain how the saliency of the threat of resource loss caused by disruptions, in conjunction with a firm's innate desire to survive through resource investment and desperate actions, explains the link between firm improvisation and operational resilience.…”

“…Our primary data come from firms in Ghana. As in other sub‐Saharan African countries, Ghanaian firms experience power cuts, transport network breakdowns, technology and communication failures, and skill shortages (Essuman et al, 2022), as well as volatile market conditions, banking and credit market crises, exchange rate fluctuations, and natural disasters such as floods and fires (Essuman et al, 2020).…”

“…We were unable to obtain a comprehensive and accurate database of firms in Ghana, and the context of our study required us to administer an in‐person questionnaire to gather data (Essuman et al, 2022). To that end, we constructed a sample of firms based on the following criteria.…”

“…Operational resilience, defined as the capability of a firm's business operations to absorb and quickly recover from disruptions, has become of keen interest to supply chain scholars and practitioners (Essuman et al, 2022; Li et al, 2022). The McKinsey Global Institute (2020) reports that 93% of the global supply chain managers they surveyed aimed to increase operational resilience, and The Business Continuity Institute (2022) that 78% of firms have or are developing an operational resilience program.…”