Agri‐food supply chain resilience strategies for preparing, responding, recovering, and adapting in relation to unexpected crisis: A cross‐country comparative analysis from the COVID‐19 pandemic

Abstract

Researchers and practitioners insist on equipping supply chains with the adaptive capability to return to a more desirable state after being disrupted. Various resilience capabilities have been emphasized in the literature; however, limited research has linked them to resilience phases and cultural value orientations. Moreover, preparedness and adaption phases have hardly been studied. To address these gaps, we adopted middle‐range theory to investigate agri‐food supply chain (AFSC) resilience to the COVID‐19 crisis in a cross‐country setting. Data were collected from interviews with AFSC practitioners from China and Spain, followed by thematic and comparative analyses. The results indicate that frequently discussed resilience capabilities, such as collaboration, redundancy, flexibility, leadership, and innovation, were implemented across the preparedness, response and recovery, and adaption phases; however, successful AFSC recovery also depends on each country's cultural value orientations. A hierarchical cultural orientation generates sense‐making and collectiveness and further leads to synergy across all AFSC stakeholders, thereby contributing to AFSC response and recovery. Under an egalitarianism cultural orientation that places self‐interest ahead of group goals, organizations are encouraged to make decisions based on their own situational understanding, which contributes to their response and recovery. This study also provides theoretical contributions and managerial and policy implications.

Assessing supply chain management’s impact on new product performance: the mediating role of marketing innovation orientation during COVID-19

“…Current studies offer valuable insights into enhancing SCR against disruptions and uncertainty in the SC. Zhao et al (2023) stress the importance of organizational relationships and SC strategies. Performance metrics and workforce training are also highlighted as key for SCR building tools.…”

“…Current studies offer valuable insights into enhancing SCR against disruptions and uncertainty in the SC. Zhao et al . (2023) stress the importance of organizational relationships and SC strategies.…”

The Influence of Strategic Human Resource Management and Artificial Intelligence in Determining Supply Chain Agility and Supply Chain Resilience

“…The constantly changing environment and rising global competition have made it necessary for logistics firms to establish novel strategies that bring agility and resilience to their logistics operations. During the recent COVID-19 pandemic, it was noted that logistics firms showcasing the characteristics of resilience and agility showed continuity in their operations [1,2]. Therefore, it is essential to examine the factors that bring agility and resilience in supply chain operations.…”

Supply chain strategies in response to a black-swan event: a comparison of USA, French and Polish firms

“…For example, Ali et al (2023) compare Tanzania, Pakistan and Australia using a qualitative research method. Another example comes from Zhao et al (2023), who conducted interviews with Spanish and Chinese SC managers. Hohenstein (2022) and Khan et al (2023) highlight the need for more cross-country comparison studies to reach more generalizable results.…”

“…(2023) compare Tanzania, Pakistan and Australia using a qualitative research method. Another example comes from Zhao et al. (2023), who conducted interviews with Spanish and Chinese SC managers.…”