Abstract:In recent years, there has been a proliferation of interest in resilience in the supply chain field. Even though literature has acknowledged the antecedents of resilient supply chains, such as supply chain visibility, cooperation, and information sharing, their confluence in creating resilient supply chains where other behavioural issues are prevailing (i.e. trust and behavioural uncertainty) has not been studied. To address this gap, we conceptualized a theoretical framework firmly grounded in the resource based view (RBV) and the relational view that is tested for 250 manufacturing firms using hierarchical moderated regression analysis. The study offers a nuanced understanding of supply chain resilience and implications of supply chain visibility, cooperation, trust and behavioural uncertainty. Implications and suggestions for further research are provided.Index terms: Supply chain resilience, antecedents, resource based view, relational view.
ManagerialRelevance: From a practitioner view, we provide theoryfocused and empirically-proven guidance to the managers to understand that the invisible hand of the market favours those organizations whose behavioural repertoires support trust and cooperation rather than competition and opportunism. Hence how reduction in behavioural uncertainty enhances the positive impacts of trust and cooperation on supply chain resilience.