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Disruption Recovery Process Model

Disruption Recovery Process Model

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Recent catastrophic events have disrupted supply chains around the globe, causing practitioners and academics to look more closely at recovery strategies. Recent examinations of supply chain disruptions focus primarily upon the recovery process and its impacts on firm performance. However, less is known about how supply chain disruptions affect bus...

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... through the use of qualitative in-depth interview methodology, this study identified relational outcomes and perceived process factors that are appropriate for inclusion in a comprehensive model (see figure 1 above) of the relational aspects of B2B supply chain disruption recovery. ...

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... As such, the (dis)similarities between apparently different IOR disruptions remain unclear. As for theory, this literature fragmentation means that extant research has zoomed into the antecedents (e.g., Parkhe, 1993;Das & Teng, 2000) or focused on the consequences of disruptions (e.g., Zhelyazkov & Gulati, 2016;Porterfield et al., 2012) without developing a holistic view of IOR disruptions that can help to understand adaptative action (Inkpen & Beamish, 1997;Keller et al., 2021). As such, important questions remain unanswered about the actual nature of disruptions and, in turn, their impact on the factors and processes underlying rent generation in IORs, and how partners can mitigate the impact and eventually adapt to disruptions largely unanswered. ...
... Moreover, the proliferation of research about diverse IOR disruptions has muddied the definition of "IOR disruptions" that has been used to refer to partnership malfunctioning (Lokshin et al., 2011), instability due to a partner's withdrawal (Bakker, 2016), or cultural differences in cross-national IORs (Gill & Butler, 2003). For example, Inkpen and Beamish (1997: 177) refer to instability "as a major change in partner relationship status that is unplanned and premature from one or both partners' perspectives," but this notion of instability would also appear to overlap with the notion of disruption widely used in prior research (e.g., Porterfield et al., 2012;Kim et al., 2015). ...
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Interorganizational relationships play a vital role in sustaining a firm's competitive advantage, but these relationships must continuously adapt to evolving conditions and unexpected circumstances. In this chapter, we synthesize a fragmented literature about interorganizational disruptions, which we organize around integrative taxonomy to help assess received wisdom and point directions for future research. We detail a research agenda to push the frontiers of the literature about processes value creation, managing internal and external stakeholders and critical contingencies.
... A depreciating currency can lead to increased production costs, which in turn can result in higher prices (Chatterjee, Dix-Carneiro, and Vichyanond, 2013); (f.) Fiscal Policy: Government over spending and taxation can also impact inflation. Increased government overspending and large budget deficits accumulated can lead to inflation (Musgrave, 1972); (g.) Supply Chain Disruptions: Natural disasters, pandemics, or geopolitical tensions can disrupt global and domestic supply chains, resulting in shortages of goods and subsequent price increases (Tobin, Macdonald, and Stanley, 2012); (h.) Energy Prices: Fluctuations in energy prices can significantly impact inflation. ...
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... Falkenreck and Wagner (2010) emphasized the necessity of open and honest communication between organizations and their consumers to develop a positive reputation and increase customer satisfaction. Similiarly, Porterfield, Macdonald, and Griffis (2012) highlight the importance of honesty after a supply chain disruption in order to recover from such a disruption. And Hansen, Lund, and DeCarlo (2016) invetigate the relevance of two recovery stratgies (i.e., appology and compensation) after an ethical transgression. ...
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... The sources of SC disruptions could be from demand, supply, regulatory, infrastructure, or catastrophe (Filbeck and Zhao 2020). Porterfield et al. (2012) categorized SC disruptions as natural disaster and manmade. Once the disruption occurs, it bears severe negative consequences for the firms (Ambulkar et al. 2015). ...
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... Supply chain disruption management (SCDM) investigates the impact of SCDs throughout the overall supply chain and manages the entire lifecycle thereof (Porterfield et al., 2012). The interdependence between supply chain partners signals the need for firms to engage in collaboration efforts during the disruption recovery phase (Basole & Bellamy, 2014). ...
... It doesn't just affect us; it affects the people all the way down." (P17, male, owner) SCDs impact all network partners in the supply chain due to network interdependence, demonstrating the need for SCC in SCD recovery (Porterfield et al., 2012;Basole & Bellamy, 2014). This study's findings support the literature stating that SCC plays an interconnecting role between network partners in SCD recovery. ...
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... Applying flexibility measures to manage a disruption is not straightforward; previous research has noted various factors that determine the performance of disruption recovery, for example, responsiveness among partners in the supply chain (Porterfield et al., 2012) and characteristics of the recovery team (Macdonald and Corsi, 2013). Also, perception and mitigation of a disruption may differ due to previous experiences (Ellis et al., 2011). ...
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... More specifically, any dispute or conflict between port management and labour has the potential to bring about a range of negative consequences, in particular in areas where severe natural disasters are uncommon. Most immediately, industrial action brings about a reduction in both potential capacity and measured productivity [7], as well as compromising existing business relationships with different stakeholders, but particularly port customers [8]. ...
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... Consequently, port labor conflicts negatively affect port service developing and port reliability (Notteboom, 2018). Thus, port disruptions can provoke uncertain operational performance of manufacturers (Wilson, 2007), instigate serious organizational risks to producers (Loh et al., 2017) as well as negative reputation with costumers (Porterfield et al., 2012). ...
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This paper analyzes the effects on Swedish hinterland logistics of a port labor disruption that occurred in the Port of Gothenburg's container terminal in 2016–2017. Because of this dispute, several companies initiated mitigation strategies by moving their cargo by truck or rail in the area, thus utilizing the inherent advantages of hinterland locations and dry ports. Researching hinterland logistics in Sweden, this article conducts a case study on a dry port and the warehouse industry. The results show that the traffic share of inland terminals was higher during and soon after the conflict. Thus, this study suggests that dry ports are significant as potential solutions for this kind of disruption.