Understanding Responses to Supply Chain Disruptions: Insights from Information Processing and Resource Dependence Perspectives

By Christoph Bode, Stephan M. Wagner, K. Petersen, Lisa M. Ellram. 2011

652 citations recorded by the source corpus.

Subfields: Business and International Management, Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f773ece566614e4c05380543de54f08e2afa7050

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In Business and International Management

In Management Information Systems

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Citations in the corpus

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): “Several scholars hint at the link between firms’ SCRM practices and SC robustness and resilience (Ambulkar et al., 2015; Bode et al., 2011; Chowdhury and Quaddus, 2017; DuHadway et al., 2019).”
Supply Chain Viability and the COVID-19 pandemic: a conceptual and formal generalisation of four major adaptation strategies (2021, background): “Even if the general management literature has elaborated on the strategic view of firms’ responses to disruptions and crisis (Bode et al. 2011; Rindova and Courtney 2020; Ritter and Pedersen 2020), these results (e.g. Wenzel et al. (2020) identify that such types of strategic responses to crisis as…”
Empirical investigation of data analytics capability and organizational flexibility as complements to supply chain resilience (2019, background): “Nevertheless, the globalization provides more development opportunities for the organizations; the globalization process also poses major risk to these organizations (Chopra and Sodhi, 2004; Bode et al. 2011; Sodhi et al. 2012;Li et al. 2015; Barroso et al. 2015; Ambulkar et al. 2015; Ho et al. 2015”
Pandemics and Supply Chain Management Research: Toward a Theoretical Toolbox* (2020, background): “For example, events such as port strikes, natural disasters, product safety problems, supplier bankruptcy, and terrorist attacks have all been carefully scrutinized for lessons about how to prepare for, manage, and respond to disruptions from both scholarly and managerial perspectives (e.g., Craighe”
Structural drivers of upstream supply chain complexity and the frequency of supply chain disruptions (2015, methodology): “Primary data were collected in 2007 by means of a elf-administered Internet-based survey of 3945 firms in Germany, ustria, and Switzerland (Bode et al., 2011).”
Operational Slack and Venture Survival (2013, background): “As Bode et al. (2011) note, the buildup of slack is one of several ways to buffer the firm from its environment.”