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-involv...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.展开更多
基金supported by the National Natural Science Foundation of China(#72002151,#72091210/#72091214,and #71821002)。
文摘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.
