The Effect of Operational Slack, Diversification, and Vertical Relatedness on the Stock Market Reaction to Supply Chain Disruptions

By Kevin B. Hendricks, Vinod R. Singhal, Rongrong Zhang. 2009

468 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/b98f6742377a34e9a1c649c70d84d9517130c7e7

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In Management Information Systems

In Strategy and Management

Citations in the corpus

Operational Slack and Venture Survival (2013, methodology): “Using the approach suggested by Fan and Lang (2000), and recently applied in operations management (Hendricks et al. 2009), we controlled for vertical relatedness.”
Supply chain resilience for single and multiple sourcing in the presence of disruption risks (2018, background): “Disruptions have the potential to significantly affect the financial bottom line (Knight and Pretty 1996; Hendricks and Singhal 2003, 2005a, 2005b; Hendricks, Singhal, and Zhang 2009).”
Impact of supply base structural complexity on financial performance: Roles of visible and not‐so‐visible characteristics (2017, methodology): “We adopt the commonly used debt to equity ratio, DebtToEquity, to measure the debt level (Hendricks et al., 2009).”
Supply chain disruptions and resilience: a major review and future research agenda (2021, background): “It is also empirically supported that firms with more operational slack, more days of inventory (inventory on hand) and a smaller sales over assets ratio (unutilized capacity), experience a less negative stock market reaction when disruptions occur, as slack provides resources and the required flexi”
What drives financial performance–resource efficiency or resource slack?: Evidence from U.S. Based Manufacturing Firms from 1991 to 2006 (2011, background): “…has been that researchers have singularly focused either on examining the effect of resource efficiency on financial performance (Chen et al., 2005), or on investigating the effect of operational slack in attenuating negative effects of supply chain disruptions (e.g., Hendricks et al., 2009).”
Research opportunities in purchasing and supply management (2012, unknown): “While this relationship has been demonstrated for other functions, such as marketing (e.g. Krasnikov et al. 2009) and operations/supply chain management (e.g. Hendricks et al. 2009), research on these aspects in PSM has remained sparse.”
A digital supply chain twin for managing the disruption risks and resilience in the era of Industry 4.0 (2020, background): “…SC performance, lowering both stock returns and firms ’ competitive positioning in the markets (Hendricks and Singhal 2005; Wu and Olson 2008; Hendricks, Singhal, and Zhang 2009; Colicchia et al. 2010; Marsh et al. 2011; Gunasekaran, Nachiappan, and Shams 2015; Elluru et al. 2019; Ivanov et…”