Resilience of sustainability‐oriented and financially‐driven organizations

Carmeli, Abraham; Dothan, Ari; Boojihawon, Dev Kumar

doi:10.1002/bse.2355

Cited by 24 publications

(26 citation statements)

References 129 publications

(130 reference statements)

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“…The nature of disruptions are manifold but can roughly be divided into two categories: (a) climatic disasters (e.g., heat waves, hurricanes, floodings, earthquakes, and droughts; Halkos, Skouloudis, Malesios, & Evangelinos, ; Linnebluecke, Griffiths, & Winn, ) and (b) anthropogenic catastrophes (e.g., economic recessions, political turmoils, port stoppages, losses of critical suppliers, quality issues, equipment failures, poor communications, and human errors) (Jabbarzadeh, Fahimnia, Sheu, & Moghadam, ). These disruptions increasingly impact organizations, industries, and entire economies (Halkos et al, ; Linnebluecke et al, ) and require companies to design resilient business models to tackle managerial and environmental disruptions (Carmeli, Dothan, & Boojihawon, ; Tisch & Galbreath, ; Yang et al, ).…”

Section: Introductionmentioning

confidence: 99%

“…In this context, supply chain resilience (SCR) has risen in prominence among scholars, and the concept is of growing interest among practitioners alike (Blackhurst, Dunn, & Craighead, ; Carmeli et al, ; Christopher & Peck, ; Soni, Jain, & Kumar, ). The concept of SCR emerged in early 2000 with the studies of Hamel and Valikangas (), Rice and Caniato (), Christopher and Peck () and Sheffi and Rice ().…”

Section: Introductionmentioning

confidence: 99%

“…Currently, firms need improved methods to understand the complex factors that significantly contribute to the development of resilient SCs against disruptions (Brusset & Teller, ; Carmeli et al, ). More specifically, firms need better insights into multiple aspects of SCR such as SCR strategy, measurement, drivers, hindrances and tangible knowledge on the impact of specific factors on resilience.…”

Section: Introductionmentioning

confidence: 99%

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Managing supply chain resilience to pursue business and environmental strategies

et al. 2019

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Resilience has become a crucial topic in the field of strategic management as it requires companies to design resilient business models to tackle managerial and environmental disruptions of individual firms and supply chains. However, extant research still lacks deep insights into how companies design and manage supply chains according to the resilience principles. With this premise, this paper aims at conducting a state of the art review on supply chain resilience (SCR) considering 125 relevant papers collected from Scopus and Web of Science academic search engine. Starting from the results of the literature review, this study proposes a systemic framework of SCR assessment and contributes to improve the understanding of the impact of different empirically tested constructs on the development of the resilience concept. Further, the findings are summarized in several areas including barriers in developing resilience, metrics to measure the resilience performance, and effective strategies to foster the SCR. Finally, this study outlines promising future research directions for scholars and practitioners.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Managing supply chain resilience to pursue business and environmental strategies

et al. 2019

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“…With a strategic sustainability perspective, it is possible to manage uncertainties and equilibrate the three dimensions of sustainability, the resource allocations, the adaptation of new technologies, the stakeholder's collaboration, and the firm mind‐set (Jugend & Figueiredo, 2017). Moreover, resilience helps to focus on sustainability and manage uncertainties (Carmeli, Dothan, & Boojihawon, 2020; Martens & Carvalho, 2016).…”

Section: Discussionmentioning

confidence: 99%

Sustainabilty integration in product portfolio for sustainable development: Findings from the industry

Villamil

Hallstedt

2020

Bus Strat Env

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Many companies decide which services, products, and technologies to include in their product portfolio using evaluation criteria, which often consider cost, quality, risk, revenue, time, and market position. Incorporating sustainability in the portfolio evaluation criteria could ensure the development of sustainable solutions from the early stages of the product development process, where there is more room for innovation. The aim of this paper is to understand how sustainability can be integrated in the company portfolio development. Semi‐structured interviews were performed with experts in the field and representatives from multinational manufacturing companies with operations in Sweden. Main findings from this study include a proposed definition of a sustainability product portfolio concept and suggested portfolio evaluation criteria from an industry perspective. Future research will develop a method to guide manufacturing companies in sustainability integration and implementation in product portfolios.

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“…Advancement in technology and increased production results in depletion of natural resources, causing severe damage to the environment (Garza‐Reyes, Salomé Valls, Peter Nadeem, Anosike, & Kumar, 2019). There is an increase in demand for resources such as minerals, water, land, energy and fuels (Carmeli, Dothan, & Boojihawon, 2020; Zhang et al, 2019). Therefore, to tackle increasing resource demand, effective resource management policies and strategies need to be implemented.…”

Section: Introductionmentioning

confidence: 99%

Analysing the roadblocks of circular economy adoption in the automobile sector: Reducing waste and environmental perspectives

et al. 2020

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The automobile industry is one of the most rapidly growing sectors in our society. The increase in demand for vehicles drives the growth of the automobile sector worldwide. Fabrication of vehicles consumes an enormous amount of water, energy and resources, thereby increasing carbon emissions. Nonbiodegradable and manufacturing waste after the end of life usage results in a significant contribution to incineration, landfills, air acidification and water eutrophication. The adoption of circular economy (CE) initiatives can play a significant role in dealing with increasing waste and environmental pollution. The main goal of CE is to recycle and reuse materials to reduce waste and also to minimise environmental impacts. This article strongly supports the adoption of CE in the Indian automobile industry. For the successful adoption of CE in the Indian automobile sector, first, it is important to analyse roadblocks to the adoption. Twenty potential roadblocks towards the adoption of CE have been identified from a literature review and in consultation with experts in the field. To capture the vagueness of the data and to carry out a robust analysis, a Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) method with Fuzzy theory is employed. The results reveal that roadblock ‘lacking ability to deliver high‐quality remanufactured products’ is ranked first among all considered roadblocks. This study will help the Indian automobile industry, decision makers, research practitioners and government officials develop effective strategies for adopting CE in Indian automobile companies. A sensitivity analysis has been conducted to validate the stability of results.

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Resilience of sustainability‐oriented and financially‐driven organizations

Cited by 24 publications

References 129 publications

Managing supply chain resilience to pursue business and environmental strategies

Managing supply chain resilience to pursue business and environmental strategies

Sustainabilty integration in product portfolio for sustainable development: Findings from the industry

Analysing the roadblocks of circular economy adoption in the automobile sector: Reducing waste and environmental perspectives

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