Supply chain resilience: Conceptualization and scale development using dynamic capability theory

By M. Chowdhury, M. Quaddus. 2017

771 citations recorded by the source corpus.

Subfields: Business and International Management, Soil Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ee49ee1d624740b7f171dd33a79147783e26a3b4

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Citations in the corpus

Supply chain disruptions and resilience: a major review and future research agenda (2021, methodology): “According to the literature (Chowdhury and Quaddus 2017; Dolgui et al. 2018) resistance (proactive approach) and recovery (reactive approach) are included in the resilience concept.”
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, methodology): “RBV and dynamic capabilities constitute a relevant framework to examine how firms coordinate their resources and capabilities in response to SC risks (Ojala and Hallikas, 2006; Tsai et al., 2008; Fan and Stevenson, 2018; Chowdhury and Quaddus, 2017).”
Blockchain technology for enhancing swift-trust, collaboration and resilience within a humanitarian supply chain setting (2020, background): “Despite increasing literature on SCR, there is still no common definition of the concept (Gunasekaran, Subramanian, and Rahman 2015; Tukamuhabwa et al. 2015; Chowdhury and Quaddus 2017; Ivanov, Dolgui, and Sokolov 2018; Ivanov and Sokolov 2019).”
Low-Certainty-Need (LCN) supply chains: a new perspective in managing disruption risks and resilience (2018, positive): “SC resilience encompasses both proactive and reactive stages (Bhamra et al. 2011, Jüttner and Maklan 2011, Spiegler et al. 2012, Pettit et al. 2013, Brandon-Jones et al. 2014, Ambulkar et al. 2015, Tukamuhabwa et al. 2015, Chowdhury and Quaddus 2017, Yu and Yang 2017).”
Impact of supply chain digitalization on supply chain resilience and performance: A multi-mediation model (2023, background): “effectively in the later stages of risk occurrence (Chowdhury and Quaddus, 2017).”
Empirical investigation of data analytics capability and organizational flexibility as complements to supply chain resilience (2019, background): “Due to globalization, the organizations are increasingly becoming competitive (Mishra et al. 2016; Chowdhury and Quaddus, 2017; Kwak et al. 2018).”