The impact of supply chain resilience on customer satisfaction and financial performance:A combination of contingency and configuration approaches

Supply chain resilience(SCR)refers to a supply chain's(SC's)ability to recover from disruptions timely and effectively.This study uses a combination of contingency and configuration approaches to examine the direct and contingent relationships between SCR dimensions(i.e.,internal,supplier,and customer resilience)and performance.It analyzes survey data collected from 206 Chinese manufacturers.The results show that the three SCR dimensions are positively related to customer satisfaction,whereas customer resilience has no direct contribution to financial performance.Internal resilience moderates the relationship between supplier resilience and performance(negative for customer satisfaction and positive for financial performance).A taxonomy for SCR was developed based on internal,supplier,and customer resilience,providing a holistic perspective for examining the performance discrepancies among four different SCR patterns:high externalleaning,high uniform,medium uniform,and low uniform.These findings offer insights for managers in building SCR from the crisis-management process.

The effect of high-involvement human resource management practices on supply chain resilience and operational performance

Supply chain(SC)resilience is an increasingly important topic for practitioners and academics because it is a competitive weapon for firms to cope with sC disruptive risks.This study examines the impact of high-involvement human resource management practices on SC resilience from the ability-motivation-opportunity perspective.It also examines the relationship between the dimensions of sC resilience and operational performance.Based on data collected from 206 Chinese manufacturers,the proposed hypotheses were tested using structural equation modeling.The results indicated that employee participation played the most powerful role in improving supplier,customer,and internal resilience.Moreover,employee skills only facilitate internal and customer resilience but have no significant impact on supplier resilience.By contrast,employee incentives do not influence the dimension of sC resilience.It was also found that both internal and customer resilience have positive effects on operational performance,while supplier resilience has no significant effect.The findings contribute to literature and practice.

Coping with the Bullwhip Effect Using Inventory or Cash: An Environment-Behavior-Performance Paradigm

The bullwhip effect is w idely found in business and exerts adverse effects on business activities.To investigate the influence of the bullwhip effect on firm s'performance and their responses,this study proposed an environment-behavior-performance analysis fram ework and offered a new perspective for studying the bullwhip effect.Using data collected from 1,734 listed manufacturers in China from 2002 to 2017,we adopted regression models to test the proposed m odel and conducted a series of robustness tests.We find that the bullwhip effect is positively related to operating risk,inventory,and cash holdings,and the moderate levels of inventory and cash are negatively associated with operating risk.Specifically,inventory and cash play different roles and work together to alleviate operating risk induced by the bullwhip effect.However,excess resource holdings are positively associated with operating risk.Therefore,firm swith different levels of resources should hold suitable levels of inventory,cash,or both as contingent responses to the bullwhip effect.