Recent unpredictable events, such as the COVID-19 pandemic or the Russian-Ukrainian conflict, have triggered new business conditions across supply chains characterised by increasing vulnerability and risk severity. This highlights the need to improve supply chain resilience. To foster resilience and anticipate and/or manage risks, proactive approaches have been often seen as beneficial, also because they contribute to develop dynamic capabilities. However, little clarity exists on the reasons why companies adopt (or not) a proactive or reactive approach to supply chain resilience. . This especially applies to the context of Small and Medium Enterprises (SMEs), for which this topic is largely underexplored. Consequently, this study aims to investigate the attitude of SMEs towards supply chain resilience by interpreting the adoption of proactive or reactive approaches through the lens of the Protection Motivation Theory (PMT). We leveraged the two dominant mediating processes at the core of PMT, i.e., coping appraisal and threat appraisal. Coping appraisal evaluates the action taken to prevent damage to the supply chain, whereas threat appraisal evaluates the maintenance of the status quo. We analysed resilience enablers, i.e., entrepreneurial orientation, innovativeness, and risk management culture, to improve the current understanding of how coping and threat appraisal affect companies’ dynamic capabilities to develop resilience. To achieve the objective of our research, we conducted multiple case studies involving a sample of five Italian manufacturing SMEs. Theoretically, our work advances previous knowledge on supply chain resilience by combining the PMT with the dynamic capabilities theory to explain how SMEs develop supply chain resilience. From a practical perspective, we provide SMEs with an understanding of the reasons behind the adoption of proactive or reactive approaches and the establishment of dynamic capabilities, highlighting the influence that entrepreneurial orientation, innovativeness, and risk management culture have on resilience development.
Supply chain resilience for small and medium enterprises: a protection motivation perspective for Italian firms
Carissimi M. C.;Colicchia C
2023-01-01
Abstract
Recent unpredictable events, such as the COVID-19 pandemic or the Russian-Ukrainian conflict, have triggered new business conditions across supply chains characterised by increasing vulnerability and risk severity. This highlights the need to improve supply chain resilience. To foster resilience and anticipate and/or manage risks, proactive approaches have been often seen as beneficial, also because they contribute to develop dynamic capabilities. However, little clarity exists on the reasons why companies adopt (or not) a proactive or reactive approach to supply chain resilience. . This especially applies to the context of Small and Medium Enterprises (SMEs), for which this topic is largely underexplored. Consequently, this study aims to investigate the attitude of SMEs towards supply chain resilience by interpreting the adoption of proactive or reactive approaches through the lens of the Protection Motivation Theory (PMT). We leveraged the two dominant mediating processes at the core of PMT, i.e., coping appraisal and threat appraisal. Coping appraisal evaluates the action taken to prevent damage to the supply chain, whereas threat appraisal evaluates the maintenance of the status quo. We analysed resilience enablers, i.e., entrepreneurial orientation, innovativeness, and risk management culture, to improve the current understanding of how coping and threat appraisal affect companies’ dynamic capabilities to develop resilience. To achieve the objective of our research, we conducted multiple case studies involving a sample of five Italian manufacturing SMEs. Theoretically, our work advances previous knowledge on supply chain resilience by combining the PMT with the dynamic capabilities theory to explain how SMEs develop supply chain resilience. From a practical perspective, we provide SMEs with an understanding of the reasons behind the adoption of proactive or reactive approaches and the establishment of dynamic capabilities, highlighting the influence that entrepreneurial orientation, innovativeness, and risk management culture have on resilience development.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
