An institutional theory perspective of business continuity planning for purchasing and supply management

By George A. Zsidisin, Steven A. Melnyk, G. Ragatz. 2005

486 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/254d784597a8e79066dc4fcc99b6e1d7aed5215b

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In Management Information Systems

In Strategy and Management

Citations in the corpus

A model for inbound supply risk analysis (2006, background): “Certainly, it has been recognized that with approaches such as lean manufacturing, total quality management (TQM) and other initiatives applied to the growing number of global supply chains, these systems are more than ever, susceptible to disruptive events [24].”
A Delphi-based risk analysis — Identifying and assessing future challenges for supply chain security in a multi-stakeholder environment (2013, background): “The discipline analyses to what extent the supply chain is susceptible to disruptions and thereby could be potentially harmful to a company's overall profitability and performance [35,36].”
An empirical investigation into supply chain vulnerability (2006, background): “…potential to make operations leaner and/or more agile in a stable environment but simultaneously amplify the fragility of supply chains, ''that is, less able to deal with shocks and disruptions that can have a significant, if not catastrophic, impact on the firm'' (Zsidisin et al., 2005b, p. 46).”
Managing country disruption risks and improving operational performance: risk management along integrated supply chains (2016, background): “With the implementation of lean manufacturing, increased outsourcing, shorter product life-cycles and time-based competition, supply chains are more fragile to disruption risks, such as operational contingencies, market and technology changes, natural hazard, terrorism and political instability (Zsi”
Research opportunities in purchasing and supply management (2012, unknown): “…of challenges, such as increasing customer expectations, globalisation, heightened competition, shorter product lifecycles and faster clockspeed, technological advances, and economic business cycles (e.g. Pagell and Krause 2002, Zsidisin et al. 2005, Lawson et al. 2009, Narasimhan et al. 2010).”
Supply chain risk management in French companies (2012, methodology): “[66] call Business Continuity Planning (BCP).”
Sources of Supply Chain Disruptions, Factors That Breed Vulnerability, and Mitigating Strategies (2009, background): “Zsidisin, Melnyk, and Ragatz ( 2005 ) discuss the effective use of business continuity planning to manage supply risk.”
A review of supply chain risk management: definition, theory, and research agenda (2018, background): “It has been suggested that risk identification, risk assessment, risk treatment, and risk monitoring represent the four main stages of the SCRM process (Zsidisin et al., 2005; Hachicha and Elmsalmi, 2014).”
The future of risk assessment (2018, background): “The necessity and benefit of implementing BCM in an organization is discussed in [232].”
A supplier development program: Rational process or institutional image construction? (2007, background): “…relevant to OM, a few researchers have examined institutional influences on the adoption of total quality management (TQM; Bates and Hollingworth, 2004; Westphal et al., 1997; Zbaracki, 1998), quality circles (Abrahamson, 1996), and supply chain business continuity planning (Zsidisin et al., 2005).”
Effect of firm characteristics, supplier relationships and techniques used on Supply Chain Risk Management (SCRM): an empirical investigation on French industrial firms (2014, methodology): “…the SCRM. 3.4 Risks mitigation methods used in SCRM According to Zsidisin et al. SCRM can be operationalised by a business continuity plan (Zsidisin, Ragatz, and Melnyk 2005a) or by a supply chain continuity planning framework (Zsidisin, Ragatz, and Melnyk 2005b) with four stages:…”
Supply Chain Risk Management in Financial Crises – A Multiple Case-Study Approach (2011, unknown): “In the risk analysis stage, the severity and likelihood of each risk is assessed, in order to provide more detailed input to the subsequent decision as to which risks to mitigate (Tummala and Schoenherr, forthcoming; Zsidisin et al., 2005).”