Purpose-This study aims to investigate the influence of supply chain (SC) complexity on the effectiveness of resilience capabilities in mitigating supply chain disruptions. Hypotheses about direct and moderating influences of complexity on resilience capabilities and performance change after disruption are built and quantitatively tested. Design/methodology/approach-Partial least square-based Structural Equation Modelling (SEM) with formative constructs was employed as an overall approach. Secondary data on SC disruptions, related performance change and resilience practices was collected from multiple sources through a systematic procedure. The data pertaining to independent, moderating and dependent variables was systematically encoded prior to performing regression analysis. Findings-SC structural complexity is found to have a significant positive relation with performance improvement after disruption, along with resilience capability; it also positively moderates the resilience-performance link. Research limitations/implications-The complexity factors we considered in this study do not include dynamic forms due to the nature of data collected. Future research may attempt to include and test if the results of this study could hold also when additional complexity parameters are taken into account. Practical implications-Managers are often trying to reduce supply chain complexity. This study implies that some level of complexity is beneficial also for a better recovery of operational performance affected due to disruption. Resilience capabilities become more effective when leveraged on higher resources and complexity in the supply chain. Originality/value-This is the first study to empirically investigate the influence of SC complexity on the resilience-performance link.

This study offers a comprehensive review of the practices that four manufacturing companies employ in their SC function to manage the structural and dynamic complexity of their product portfolio, internal SC, and supplier and customer bases. Moreover, leveraging the results of the inductive in-depth case studies, a classification of complexity management practices consisting of four clusters is advanced: variety reducing, confinement and decoupling, coordination and collaboration, and decision support and knowledge generation. Each cluster's distinctive logic and limitations are discussed and propositions on their managerial scope are introduced, therefore providing managers with relevant insights to design effective complexity management approaches in their organisations.

This paper explores the interplay between structural and dynamic complexity factors, uncovering the mechanisms that underpin it. Four in-depth inductive case studies, which comprised semi-structured interviews with senior operations and SC managers as well as the use of companies' official documents and other secondary data, were carried out. The study offers a deep understanding and provides rich empirical descriptions of the interplay between structural and dynamic complexity factors. A general framework to represent different aspects of this interplay is also introduced, i.e. the House of Supply Chain Complexity diagram; as a practical tool for mapping the complexity factors and inferring the prevailing interplay mechanisms in specific cases. The results show four interplay mechanisms between structural and dynamic complexity factors: silo-thinking, localism, limited adaptability and increased uncertainty. Testable propositions are presented with relevant insights on the interplay between a wide range of structural and dynamic complexity factors. Research implications relate to: (i) a general framework usable to further investigate interplay mechanisms at factors level and in different SC contexts and (ii) theory building on the suggested interplay mechanisms. We contribute to enhance contingency research claiming for the importance of considering the cumulative effect of contingency factors on SC performance. The results also suggest that managers can accommodate the mechanisms of silo-thinking and increased uncertainty by information sharing and organizational means, but the interplay mechanisms of localism and limited adaptability appear to be more related to the physical structure of SC elements and thus mainly manageable by reducing complexity, i.e. reducing the factors involved in the interplay.