Summary of the theoretical implications
| Dimension | Summary of theoretical implications | References |
|---|---|---|
| Supply network structure | The study highlights that proactive adaptation leads to operational agility | Huemer (2006, 2012), Huemer and Wang (2021), Bondeli and Havenvid (2022), O’Toole and McGrath (2023), Mouzas (2024) |
| Interdependencies | The study enhances the understanding that proactive alignment of short- and long-term goals with network’s partners enhances supply network resilience | Huemer (2006, 2012), Guercini et al. (2022), Tunisini et al. (2023), Baraldi et al. (2024), Bygballe et al. (2023), Huemer and Wang (2021) |
| Interdependencies | The study suggests that rapid short-term adaptations should be designed to become strategic over time | Johnsen et al. (2019), Huemer (2006, 2012), Guercini et al. (2022) |
| Coordination/collaboration | The study enhances the notion that mutual collaboration creates long-term resilience | Huemer and Wang (2021), Mouzas (2024), Johnsen (2018), Johnsen et al. (2019), Huemer (2006, 2012), Baraldi et al. (2024)), Guercini et al. (2024), Bygballe et al. (2023), Tunisini et al. (2023) |
| Coordination/collaboration | The study elaborates on the importance of collaboration on technological integration for supply network resilience | Mouzas (2024), Johnsen (2018), Johnsen et al. (2019), Huemer (2006, 2012), Baraldi et al. (2024), Guercini et al. (2024), Bygballe et al. (2023), Tunisini et al. (2023), Huemer and Wang (2021) |
| Positioning | The study contributes to the understanding that leveraging relationships for agility and new organisation development is crucial to develop supply network resilience | Bygballe et al. (2023), Huemer (2006, 2012), Huemer and Wang (2021), Johnsen et al. (2019) |
| Positioning | The study supports that the use of technology and relationships contributes to a broader resilience of the supply network | Bygballe et al. (2023), Huemer (2006, 2012), Huemer and Wang (2021), Johnsen et al. (2019) |
| Temporary organising | The study highlights the importance of creating temporary organisations that go beyond traditional firm boundaries to respond to crises | Bygballe et al. (2023), Tunisini et al. (2023) |
| The study highlights that proactive adaptation leads to operational agility | ||
| The study enhances the understanding that proactive alignment of short- and long-term goals with network’s partners enhances supply network resilience | ||
| The study suggests that rapid short-term adaptations should be designed to become strategic over time | ||
| The study enhances the notion that mutual collaboration creates long-term resilience | ||
| The study elaborates on the importance of collaboration on technological integration for supply network resilience | ||
| The study contributes to the understanding that leveraging relationships for agility and new organisation development is crucial to develop supply network resilience | ||
| The study supports that the use of technology and relationships contributes to a broader resilience of the supply network | ||
| The study highlights the importance of creating temporary organisations that go beyond traditional firm boundaries to respond to crises |
Source:
Authors’ elaboration
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