Table 2 Summary of constructs, their... | Emerald Publishing

Table 2

Summary of constructs, their indicators and source

Construct	Indicators (Reflective)	Items (5-point Likert-type scale) (1 – strongly disagree, 2 – somewhat disagree, 3 – neither agree nor disagree, 4 – somewhat agree, 5 – strongly agree)	References
SCRE	Responsiveness (SCRE1)	Quick response to SC disruption Ability to respond in a timely manner when a disruption happens Ability to reactivate in the occurrence of a disruption	Ambulkar et al. (2015), Chowdhury and Quaddus (2016), Kamalahmadi and Parast (2016), Ponomarov and Holcomb (2009), Sheffi and Rice (2005)
	Adaptability (SCRE2)	Adapting operations to the new circumstances after disturbance Modifying operations to match new circumstances Ability to return to the original state after being disturbed Ability to move to a new, more desirable state after being disturbed
	Resistance (SCRE3)	Ability to withstand systemic discontinuities in case of a disruption In the occurrence of a disruption, we can tolerate disturbances In the occurrence of a disruption, we can mitigate the impact of the disruption
	Resource reconfiguration (SCRE4)	Reconfigure resources and processes in response to the environmental changes Restructure resource base to react to the changing business environment Realignment of resources to fit changes in operating environment
	Readiness (SCRE5)	Sensing and forecasting SC events Tracking and monitoring SC operations Layered defense mechanisms for both our physical and systems resources Multiple supplier locations Backup sites for IT systems
	Recovery (SCRE6)	Ability to recover in a short time in case of disruption Ability to absorb huge losses resulting from disruption Ability to reduce impact of loss resulting from disruption Ability to recover from crisis at a less cost
OMIN	Preoccupation with failure (OMIN1)	Focus more on employees' successes than failures Treating near misses and errors as information about the health of a system and learning from them Inclination to report mistakes that could have significant consequences even if nobody notices Employees feel free to talk to superiors about problems Employee are rewarded for identifying problems, mistakes, errors or failures	Dernbecher et al. (2014), Ray et al. (2011), Sutcliffe (2011), Weick et al. (1999), Weick and Sutcliffe, (2006), Wolf et al. (2009)
	Reluctance to simplify operations (OMIN2)	Encouraging employees questioning Encouraging employees to express their views regarding operations Carefully listening to everyone's views without ignoring
	Sensitivity to operations (OMIN3)	Share operational information with each other Availability of experts to handle problems when they arise Interaction among employees to build a clear picture of the current situation Our employees have access to (additional) resources if unexpected situations occur Communication of operational anomalies as they occur
	Commitment to resilience (OMIN4)	Committed to solve any problem that arises Limiting of any negative consequences so that the firm can continue operations in cases of disruption Employees use their knowledge in novel ways Employees have several informal contacts that they sometimes use to solve problems Employees are given tasks from which they can learn more about different aspects of the operational processes
	Deference to expertise (OMIN5)	Employees know who has the expertise to respond to problems as they arise Employees are comfortable asking others with more expertise for help People most qualified to make decisions can make the decisions Employees value expertise over hierarchical rank or position Employees value experience over hierarchical rank or position
BDAC	Tangible (BDAC1)	Access to technologies for collecting and storing large volumes of data Deployment of analytics to extract and analyze data Presence of big data projects aimed at capturing all types of data Presence of big data projects for collecting data from all sources Curation of all data collected into a central data warehouse Budgets for big data analytics projects	Dubey et al. (2021), Fosso Wamba and Akter (2019), Mikalef et al. (2018, 2019), Papadopoulos et al. (2017)
	Intangible (BDAC2)	Employees are open to learning big data analytics skills Organization supports employees to learn new emerging technologies Organization has a data-driven culture Top management commitment to the use of big data analytics Top management makes decisions based on intelligence derived from big data analytics
	Human skills (BDAC3)	Employees have skills in big data management Employees have big data analytics skills Availability of employees who understand the data analytics life cycle Employees who understand ethics and governance of big data analytics The managers use big data analytics results to make decisions Big data analytics is guided by business objectives

Construct	Indicators (Reflective)	Items (5-point Likert-type scale) (1 – strongly disagree, 2 – somewhat disagree, 3 – neither agree nor disagree, 4 – somewhat agree, 5 – strongly agree)	References
SCRE	Responsiveness (SCRE1)	Quick response to SC disruption Ability to respond in a timely manner when a disruption happens Ability to reactivate in the occurrence of a disruption	Ambulkar et al. (2015), Chowdhury and Quaddus (2016), Kamalahmadi and Parast (2016), Ponomarov and Holcomb (2009), Sheffi and Rice (2005)
	Adaptability (SCRE2)	Adapting operations to the new circumstances after disturbance Modifying operations to match new circumstances Ability to return to the original state after being disturbed Ability to move to a new, more desirable state after being disturbed
	Resistance (SCRE3)	Ability to withstand systemic discontinuities in case of a disruption In the occurrence of a disruption, we can tolerate disturbances In the occurrence of a disruption, we can mitigate the impact of the disruption
	Resource reconfiguration (SCRE4)	Reconfigure resources and processes in response to the environmental changes Restructure resource base to react to the changing business environment Realignment of resources to fit changes in operating environment
	Readiness (SCRE5)	Sensing and forecasting SC events Tracking and monitoring SC operations Layered defense mechanisms for both our physical and systems resources Multiple supplier locations Backup sites for IT systems
	Recovery (SCRE6)	Ability to recover in a short time in case of disruption Ability to absorb huge losses resulting from disruption Ability to reduce impact of loss resulting from disruption Ability to recover from crisis at a less cost
OMIN	Preoccupation with failure (OMIN1)	Focus more on employees' successes than failures Treating near misses and errors as information about the health of a system and learning from them Inclination to report mistakes that could have significant consequences even if nobody notices Employees feel free to talk to superiors about problems Employee are rewarded for identifying problems, mistakes, errors or failures	Dernbecher et al. (2014), Ray et al. (2011), Sutcliffe (2011), Weick et al. (1999), Weick and Sutcliffe, (2006), Wolf et al. (2009)
	Reluctance to simplify operations (OMIN2)	Encouraging employees questioning Encouraging employees to express their views regarding operations Carefully listening to everyone's views without ignoring
	Sensitivity to operations (OMIN3)	Share operational information with each other Availability of experts to handle problems when they arise Interaction among employees to build a clear picture of the current situation Our employees have access to (additional) resources if unexpected situations occur Communication of operational anomalies as they occur
	Commitment to resilience (OMIN4)	Committed to solve any problem that arises Limiting of any negative consequences so that the firm can continue operations in cases of disruption Employees use their knowledge in novel ways Employees have several informal contacts that they sometimes use to solve problems Employees are given tasks from which they can learn more about different aspects of the operational processes
	Deference to expertise (OMIN5)	Employees know who has the expertise to respond to problems as they arise Employees are comfortable asking others with more expertise for help People most qualified to make decisions can make the decisions Employees value expertise over hierarchical rank or position Employees value experience over hierarchical rank or position
BDAC	Tangible (BDAC1)	Access to technologies for collecting and storing large volumes of data Deployment of analytics to extract and analyze data Presence of big data projects aimed at capturing all types of data Presence of big data projects for collecting data from all sources Curation of all data collected into a central data warehouse Budgets for big data analytics projects	Dubey et al. (2021), Fosso Wamba and Akter (2019), Mikalef et al. (2018, 2019), Papadopoulos et al. (2017)
	Intangible (BDAC2)	Employees are open to learning big data analytics skills Organization supports employees to learn new emerging technologies Organization has a data-driven culture Top management commitment to the use of big data analytics Top management makes decisions based on intelligence derived from big data analytics
	Human skills (BDAC3)	Employees have skills in big data management Employees have big data analytics skills Availability of employees who understand the data analytics life cycle Employees who understand ethics and governance of big data analytics The managers use big data analytics results to make decisions Big data analytics is guided by business objectives