Resilience strategies to mitigate supply chain sustainability risks

Abstract

Purpose Drawing on the dynamic capability view (DCV), the purpose of this study is to untangle how to develop dynamic interaction of supply chain sustainability risks and resilience strategies to manage disruptions and performance. Design/methodology/approach This study applied both qualitative and quantitative approaches to investigate the research objective. Under the qualitative approach, this study used semi-structured interviews while employing multiple regression and Fuzzy Set Qualitative Comparative Analysis (fsQCA) under the quantitative approach. Findings The findings reveal that sustainability risks and resilience strategies are interrelated and explain performance when they have an interaction. As such the asymmetric analysis using fsQCA highlights that configurations of sustainability risks comprising social, environmental and economic dimensions and resilience strategies encompassing economic, social and environmental strategies collectively exert a synergistic effect on supply chain performance. Practical implications The study offers actionable insights for supply chain managers by demonstrating how different combinations of sustainability risks and resilience strategies influence performance. These insights can guide practitioners in selecting context-specific configurations to effectively manage sustainability risks while maintaining performance. Originality/value This study builds new knowledge by unveiling the complex causal relationship of sustainability risks and resilience strategies for managing performance. The proposed research model advances existing knowledge by offering a novel framework for understanding how dynamic capabilities can be leveraged to enhance supply chain resilience in managing sustainability risks and performance.