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.

a b s t r a c tThe current empirical study examines the intention to use and subsequent implementation of a supply chain technology. Specifically, the authors extend the technology acceptance model (TAM) to incorporate the state of the technology environment (technological turbulence) and the extent to which other supply chain technologies have already been adopted by the firm (technological breadth). A series of seemingly unrelated regressions (SUR) were used to analyze survey data from 195 respondents. The results show that in technologically turbulent environments, the relationships between the firm's perceived usefulness and ease of use and the firm's intention to use a supply chain technology are stronger. The study also finds that the relationship between the firm's intention to use a supply chain technology and the implementation of the technology is weaker in firms with greater technological breadth.

PurposeThe purpose of this paper is to determine how a firm's strategic orientation affects service innovation capability and the resulting impact on market performance.Design/methodology/approachA survey was administered to supply chain executives. Structural equation modeling was used to analyze the relationships among the following constructs: customer orientation, competitor orientation, cost orientation, service innovation, and market performance.FindingsAlthough the relationship between cost orientation and service innovation is not supported, the relationships between customer orientation and competitor orientation and service innovation are supported. Additionally, the relationship between service innovation and market performance is supported.Research limitations/implicationsThis study is one of a limited number of studies which has empirically addressed service innovation. Additional research is needed to address the impact of a firm's strategic orientation on product innovation capability.Practical implicationsThe study found that firms seeking to develop a service innovation capability should employ customer orientation, competitor orientation, or a combination of the two different types of strategic orientation.Originality/valueService innovation has received very little empirical attention in the current innovation literature. This paper fills in some of the gaps in the literature.

Purpose -The purpose of this paper is to develop a model of logistics innovation based on previous studies in the logistics literature and recommend opportunities for further research.

Working relationships between functional areas are critical to firm performance. Most business initiatives require the active participation of an array of functional areas; consider the team effort involved in successful product launches or the complex organizational coordination needed to open a new retail store. Priorities must be aligned across various functional areas and operations coordinated to gain the greatest benefit and exploit opportunities. While the interdependence involved would seem to mandate working together (Hutt 1995), functional silos and isolationism often create significant barriers. Thus, many firms face a substantial challenge as they struggle with internal misalignment (van Hoek and Mitchell 2006). Ideally, internal relationships should help focus individual and organizational efforts to encourage cooperation and achieve objectives.The current research was undertaken to examine the influence of internal relationships on firms' logistics performance. More specifically, the research centers on relationship effectiveness between marketing and logistics and how it influences the development of capabilities (information capabilities and firm-wide integration) and ultimately-logistics performance. It is our contention that effective marketing/logistics relationships can help to create, develop, and maintain critical capabilities to support long-term firm success. Coordination within a firm is generally considered a prerequisite to supply chain coordination extending across companies (Mentzer 2004). Effective relationships can serve as a coordination mechanism.The following sections briefly review the theory base for the research and introduce a conceptual model. Relevant literature is presented and synthesized to support research hypotheses. Then research methodology and analysis/results are detailed. Finally, managerial implications along with limitations and suggestions for future research are detailed.