Supply chain leadership driven strategic resilience capabilities management: A leader-member exchange perspective

Shin, Nina; Park, Sangwook

doi:10.1016/j.jbusres.2020.08.056

Cited by 84 publications

(61 citation statements)

References 96 publications

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“…For instance, Li et al (2017) found that supply chain alertness positively impacts the firms' financial performance as a dimension of resilience. In a recent study, Shin and Park (2021) reported the importance of the leadership responsibility in managing the relationships through the O&SCM, considering disruptions context. The authors identified that the alertness exerts a positive effect on the supply chain resilience improvement.…”

Section: Hypotheses and Research Modelmentioning

confidence: 99%

Supply chain resilience in the UK during the coronavirus pandemic: A resource orchestration perspective

Queiroz

Wamba

Jabbour

et al. 2022

International Journal of Production Economics

130

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The COVID-19 pandemic caused significant disruptions to global operations and supply chains. While the huge impact of the pandemic has nurtured important literature over the last couple of years, little is being said about the role of resource orchestration in supporting resilience in highly disruptive contexts. Thus, this study aims to this knowledge gap by proposing an original model to explore supply chain resilience (SCRE) antecedents, considering supply chain alertness (SCAL) as a central point to support resilience. This study focuses on the resource orchestration theory (ROT) to design a conceptual model. The partial least squares structural equation modeling (PLS-SEM) served to validate the model, exploring data from the UK supply chain decision-makers. The study reveals a number of both expected and unexpected findings. These include the evidence that supply chain disruption orientation (SCDO) has a strong positive effect on the SCAL. In addition, SCAL plays a strong positive effect in resource reconfiguration (RREC), supply chain efficiency (SCEF) and SCRE. We further identified a partial mediation effect of RREC on the relationship between SCAL and SCRE. Surprisingly, it appeared that SCAL strongly influences SCEF, while SCEF itself does not create any significant effect on SCRE. For managers and practitioners, the importance of resource orchestration as a decisive approach to adequately respond to huge disruptions is clearly highlighted by our results. Finally, this paper helps to grasp better how important resource orchestration in operations and supply chains remains for appropriate responses to high disruptions such as the COVID-19 impacts.

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Section: Hypotheses and Research Modelmentioning

confidence: 99%

Supply chain resilience in the UK during the coronavirus pandemic: A resource orchestration perspective

Queiroz

Wamba

Jabbour

et al. 2022

International Journal of Production Economics

130

View full text Add to dashboard Cite

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“…A lead firm influencing actions and behaviours of supply chain members to improve capabilities. 46 Rather than raising maturity level generally, it is important to align improvement in capability with the actual risk exposure to ensure investments are proportionate, i.e., through matching the level of risk and vulnerability with appropriate capability to focus investment and effort on actual resilience gaps. 47 This concept of a balanced resilience has also been extended to include the supply chain network.…”

Section: Building Collaborationsmentioning

confidence: 99%

634 Views No files have yet been downloaded. 0 Citations See all citations Reviewed article Interorganizational Cooperation in Supply Chain Cybersecurity: A Cross-Industry Study of the Effectiveness of the UK Implementation of the NIS Directive

Wallis¹,

Johnson²,

Khamis³

2021

ISIJ

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The transposition of the EU Directive on Network and Information Security (NIS) by EU Member States involved assigning a set of responsibilities to operators, regulators and policy makers within a national cybersecurity strategy, in order to improve cybersecurity levels across critical infrastructures. This research investigates the perspectives and experiences of organisations affected by the NIS Directive focussing on three different sectors (Energy, Water & Aviation). The authors evaluate the response of different actors to NIS interventions and their challenges in meeting their assigned responsibilities, in particular their ability to oversee supply chain cybersecurity. It proposes further support for partnerships and cooperation across organisations to increase the effectiveness of NIS implementation. Based on results from semi-structured interviews and observations of industry working groups, an approach to supply chain oversight to achieve a balance between control and cooperation is recommended, to improve cybersecurity within industry sectors and across critical national infrastructures. Although our initial focus has been on working mainly with UK stakeholders, we argue that our recommendations have a more general application beyond those countries directly affected by the Directive.

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“…The leader in collaborative networks and its main attributes. Most of the leadership studies in interorganizational settings tried to address leaders as focal firms mostly in a dyadic buyer-supplier relationship (e.g., [Mokhtar et al, 2019a;Shin, Park, 2021]). In addition, leadership studies at the network level of the analysis demonstrate inconsistent definitions using non-homogenous attributes for defining and characterizing leaders.…”

Section: Literature Reviewmentioning

confidence: 99%

“…However, despite the growing attention and studies devoted to the leader in an interorganizational setting, the term is characterized by relatively inconsistent definitions with non-homogeneous attributes and measurements which lead to a rather incoherent picture of leader for identification [Müller-Seitz, Sydow, 2012;Mokhtar et al, 2019b]. Previous studies also do not explicitly focus on identifying leaders in networks and have targeted dyads in a buyer-supplier relationship and a focal company as a leader (e.g., [Mokhtar et al, 2019a;Shin, Park, 2021]). Further, leadership studies in an interorganizational context have paid little attention to the heterarchical networks, i.e., consisting of more or less independent partners without a formally legitimated leading position such as collaborative networks.…”

Section: Introductionmentioning

confidence: 99%

Leader identification in a research collaborative network

Kazemi¹

2021

Vestnik SPbSU. Management

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There is considerable empirical evidence on the advantages of interorganizational research collaborative networks across societies and research institutes such as research and development (R&D) centers and universities. Identifying a leader in this contexts is important both theoretically for doing leadership studies, and practically for effective governmental funding allocation and private investments. Inconsistent definitions and non-homogeneous attributes with unidimensional measurement approaches such as subjective measuring of power or considering a central company as the leader made the previous efforts inefficient for identifying leaders in an interorganizational setting. This research aims to identify a leading organization among a set of homogenous R&D centers in a research collaborative network context through implementing the main leader’s attributes in different dimensions. The article presents a multidimensional common weight model based on the data envelopment analysis (DEA) approach in a parallel system with several operational dimensions each of which consumes a set of inputs (budget, lecturers, and students) to produce a set of outputs (scientific meetings and conferences, national and international papers). Centrality and visibility are two main leaders’ attributes combined with efficiency influence the contributions and outcomes of each collaborative network partner. It is demonstrated how the proposed model performs its high-efficiency score in the most influential R&D center named the “leader” among 47 R&D centers in medical universities in Iran. The comparative analysis of managerial results showed that reputation has a greater impact on leader identification than centrality. The results based on mathematical calculations showed a robust discriminating power for efficiency measurement of the proposed model.

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Supply chain leadership driven strategic resilience capabilities management: A leader-member exchange perspective

Cited by 84 publications

References 96 publications

Supply chain resilience in the UK during the coronavirus pandemic: A resource orchestration perspective

Supply chain resilience in the UK during the coronavirus pandemic: A resource orchestration perspective

634 Views No files have yet been downloaded. 0 Citations See all citations Reviewed article Interorganizational Cooperation in Supply Chain Cybersecurity: A Cross-Industry Study of the Effectiveness of the UK Implementation of the NIS Directive

Leader identification in a research collaborative network

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