This paper expands our understanding of factors that contribute to development of firm resilience to supply chain disruptions. In doing so, we operationalize firm resilience to understand how supply chain disruption orientated firms can develop resilience to supply chain disruptions. We find that supply chain disruption orientation alone is not enough for a firm to develop resilience. Supply chain disruption oriented firms require the ability to reconfigure resources or have a risk management resource infrastructure to develop resilience. The way in which supply chain disruption oriented firms develop resilience through resource reconfiguration or risk management infrastructure depends on the context of the disruption as high impact or low impact. In a high impact disruption context, resource reconfiguration fully mediates the relationship between supply chain disruption orientation and firm resilience. In a low impact disruption context, supply chain disruption orientation and risk management infrastructure have a synergistic effect on developing firm resilience.

Supply chain managers are responsible for making decisions regarding supply chain risk in order to mitigate the impact of supply chain disruptions. This study develops and tests a theoretical model that leverages the individual-level knowledge-based view perspective to understand the process through which risk mitigation orientation of the supply chain manager contributes to his/her absorptive capacity. A supply chain manager's absorptive capacity, in turn, enhances his/her ability to effectively mitigate supply chain risk. Study findings demonstrate that supply chain managers with high-risk mitigation orientation have greater level of absorptive capacity which enhances their risk mitigation competency. This study represents the first development and testing of a model that examines individual-level knowledge management factors that affect supply chain risk mitigation competency. This research emphasises the importance of the individual supply chain manager in managing risk and illustrates how theoretical perspectives from the knowledge management, supply chain risk and organisational behaviour literature can be fruitfully adopted to explain behaviour in the field of supply chain risk management.

Supply chains are large, complex, and often unpredictable. Purchasing and supply managers and supply chain risk managers need methods and tools to enable them to quickly understand how unexpected disruptions in the supply chain start and grow and to what extent will they negatively impact the flow of goods and services. This paper introduces a methodological approach that can be used by both researchers and managers to quickly visualize a supply chain, map out the propagation path of disruptive events from the supply side to the end customer and understand potential weaknesses in the supply chain design; taking into account the structure, connectivity, and dependence within the supply chain. The approach incorporates a Petri net and Triangularization Clustering Algorithm to offer insights into a supply chain network's vulnerabilities and can be used to efficiently assess supply chain disruption mitigation strategies, especially in complex and difficulty to analyze supply chain systems.

No abstract

Endowed with significant firm-specific knowledge, inside directors can contribute to the decision-making processes of the boardroom. However, regulatory changes, focusing primarily on the monitoring function of the boards, have driven inside directors out of the boardroom. This article argues that suppliers with firm-and industryspecific knowledge are uniquely positioned to fill a critical void in boardrooms. It also suggests that the value of having a supplier on the board (SOTB) is influenced by environmental contingencies faced by a firm: operational efficiency, diversification, and demand uncertainty. Using an objective measure of supplier presence in the boardroom, the authors find that a supplier's presence enhances firm performance. They also find that the value of an SOTB in enhancing performance is greater in firms with lower operational efficiency and higher demand uncertainty and, is lower in firms with higher diversification. These results are robust to potential endogeneity issues, alternative estimation methods, and measures of moderator and outcome variables.