Resilience: The Concept, a Literature Review and Future Directions

Bhamra, Ran; Burnard, Kevin; Dani, Samir

doi:10.1201/b19305-3

Cited by 299 publications

(517 citation statements)

References 97 publications

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“…Several gaps exist in resilient supply chain research such as the lack of conceptualisation of the holistic view of resilience, nature of relationships between various risks and their implications for supply chain management, as well as appropriate models and methodologies to manage resilience (Bhamra, Dani, and Burnard 2011;Gunasekaran, Rai, and Griffin 2011;Ponomarov and Holcomb 2009). Few studies proposed conceptual frameworks to integrate logistical capabilities and supply chain resilience.…”

Section: Supply Chain Resiliencementioning

confidence: 99%

Supply chain resilience: role of complexities and strategies

Gunasekaran

Subramanian

Rahman

2015

International Journal of Production Research

209

133

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This article introduces the relationship between complexities and proactive management practices in supply chain resilience, particularly due to global sourcing (GS) strategies. The main objectives of this paper are as follows: (i) explain the various aspects of GS rather than reporting the trends and implications described in the literature, (ii) view GS in terms of complexity theory and (iii) investigate the resilience of supply chain due to GS complexity and suggest strategies to overcome complexities. We propose a GS resilience framework for future researchers to analyse the impact of GS complexity factors on supply chain resilience with respect to three outcomes: (i) risk and innovation, (ii) benefit in terms of sales promotion and (iii) challenges and responsiveness. Based on the framework, this introductory article summarises the papers appear in this special issue. This article would be useful to researchers and practitioners to further explore the role of complexities, proactive management strategies on GS resilience.

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Section: Supply Chain Resiliencementioning

confidence: 99%

Supply chain resilience: role of complexities and strategies

Gunasekaran

Subramanian

Rahman

2015

International Journal of Production Research

209

133

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“…Although there are several reviews about resilience at the organizational level (Annarelli & Nonino, 2016;Bhamra, Burnard, Dani, 2015;Bhamra, Dani, Burnard, 2011;Linnenluecke, 2017) the research questions we discussed earlier are not yet answered. Bhamra et al (2011) introduced a general review about resilience based on 74 papers published before 2011.…”

Section: Introductionmentioning

confidence: 99%

What we know and do not know about organizational resilience

Ruiz-Martín

López-Paredes

Wainer

2018

Int. J. Prod. Manag. Eng.

120

124

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We present a literature review about organizational resilience, with the goal of identifying how organizational resilience is conceptualized and assessed. The two research questions that drive the review are: (1) how is organizational resilience conceptualized? and (2) how is organizational resilience assessed? We answer the first question by analyzing organizational resilience definitions and the attributes or characteristics that contribute to develop resilient organizations. We answer the second question by reviewing articles that focus on tools or methods to measure organizational resilience. Although there are three different ways to define organizational resilience, we found common ideas in the definitions. We also found that organizational resilience is considered a property, ability or capability that can be improved over time. However, we did not find consensus about the elements that contribute to improving the level of organizational resilience and how to assess it. Based on the results of the review, we propose a conceptualization of organizational resilience that integrates the three views found in the literature. We also propose a four-level Maturity Model for Organizational Resilience -MMOR. Using this model, the organization can be in one of the following levels based on its ability and capacity to handle disruptive events: fragile, robust, resilient or antifragile.

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“…Natural disasters, pandemic disease, terrorist attacks, economic recession, equipment failure and human error can all pose both a potentially unpredictable and severe threat to the continuity of an organization's operation. Bhamra et al, 2011 [1] , Zolli & Healy, 2012 [2] . The annual number of these high-risk events worldwide has steadily increased from around 350 in 1980 to almost 1000 in 2014 and the direct loss increased by $ 250 billion from $ 50 billion (UN, 2015).…”

Section: Introductionmentioning

confidence: 99%