The Resilient Enterprise: Overcoming Vulnerability for Competitive Advantage

By Yossi Sheffi. 2005

1,209 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/b1c2939a30b08738ee9c1f5e2f3412d929d325d0

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In Strategy and Management

Citations in the corpus

Robust and Data-Driven Optimization: Modern Decision-Making Under Uncertainty (2006, background): “[43] and Sheffi [41] as fundamental to the practice of modern operations management under uncertainty: • Point forecasts are meaningless (because they are always wrong) and should be replaced by range forecasts.”
Empirical investigation of data analytics capability and organizational flexibility as complements to supply chain resilience (2019, result): “While prior studies, have supported linkage between resilience and competitive advantage (Sheffi, 2005; Webb and Schlemmer, 2006), data analytics and resilience (Papadopoulos et al.”
Building traits for organizational resilience through balancing organizational structures (2019, background): “…et al., 2011), engineering (Hollnagel et al., 2011), business strategy (Hamel & Valikangas, 2003), culture (Välikangas, 2010), organizational learning (Kayes, 2015), supply chain management (Christopher & Peck, 2004; Sheffi, 2005) and from a broader social science perspective (Zolli & Healy, 2012).”
Can supply chain risk management practices mitigate the disruption impacts on supply chains’ resilience and robustness? Evidence from an empirical survey in a COVID-19 outbreak era (2020, background): “…instance, it is defined by Rice and Caniato (2003) as the ability to respond to an unexpected disturbance and then restore operations to normal, for Sheffi (2005) it relates to the containment of disturbances and subsequent recovery and Pettit et al. (2013) consider SC resilience as the capability…”
The Effect of Operational Slack, Diversification, and Vertical Relatedness on the Stock Market Reaction to Supply Chain Disruptions (2009, background): “Third, others analyze and discuss supply chain strategies and structures that have the potential to reduce the frequency of disruption or mitigate the negative economic consequences of disruptions (Lee, 2004; Kleindorfer and Saad, 2005; Sheffi, 2005; Tang, 2006; Tomlin, 2006; Swafford et al., 2006; ”
Supply Disruptions, Asymmetric Information, and a Backup Production Option (2009, neutral): “Chopra and Sodhi (2004) and Sheffi (2005) provide a diverse set of supply disruption examples.”
Issues in safety science (2014, background): “In recent years the concept of resilience has become fashionable (Sheffi, 2005) – although the resilience engineers do not locate themselves in this literature – and ‘‘resilience’’ is now beginning to vie with ‘‘risk’ as a dominant organising idea.”
Creating value through foresight : first mover advantages and strategic agility (2015, background): “In a chaotic world in which markets and entire industries continuously emerge, collide, split, evolve, and decline, one of the primary determinants of success is the ability of the firm to cope with uncertainty, by enhancing its resilience and adaptation to the changing environment [2,3,4].”