Zishun Qian , Tingting Yan , Jianbin Li , Yicheng Zhang
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引用次数: 0
Abstract
Does digitalization enable a firm to gain resilience after a broad, large-scale supply chain disruption? The literature is not conclusive about this question. Furthermore, the mechanisms through which digitalization affects firm resilience and whether these mechanisms vary between upstream and downstream firms along a supply chain remain unclear. Drawing on resource orchestration theory, this study examines how upstream and downstream firms differ in supply chain reconfiguration strategies, enabled by digitalization, for increasing resilience. We construct a multisource secondary data set on 3043 firms to test the hypotheses. Using the COVID-19 pandemic as the empirical context, this study shows that digitalization enhances the resilience of upstream firms primarily through customer concentration growth, while for downstream firms, supplier concentration reduction is the main mechanism. Theoretically, these findings provide a resource orchestration rationale for understanding differences between upstream and downstream firms in supply chain resource reconfiguration strategies for enhanced resilience after a broad, large-scale disruption. These findings also provide practical guidance to enable firms to exploit the resilience-enhancing power of digitalization better.
期刊介绍:
Omega reports on developments in management, including the latest research results and applications. Original contributions and review articles describe the state of the art in specific fields or functions of management, while there are shorter critical assessments of particular management techniques. Other features of the journal are the "Memoranda" section for short communications and "Feedback", a correspondence column. Omega is both stimulating reading and an important source for practising managers, specialists in management services, operational research workers and management scientists, management consultants, academics, students and research personnel throughout the world. The material published is of high quality and relevance, written in a manner which makes it accessible to all of this wide-ranging readership. Preference will be given to papers with implications to the practice of management. Submissions of purely theoretical papers are discouraged. The review of material for publication in the journal reflects this aim.