Linking Supply Chain Disruption Orientation to Supply Chain Resilience and Market Performance with the Stimulus–Organism–Response Model

Aaron Rae Stephens, Minhyo Kang and Charles Arthur Robb
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Aaron Rae Stephens: Department of Business Administration and Accounting, Hartwick College, Oneonta, NY 13820, USA
Minhyo Kang: Department of Asian Studies, Busan University of Foreign Studies, Busan 46234, Korea
Charles Arthur Robb: Department of Business Administration, Dongguk University, WISE Campus, Gyeongju 38066, Korea

JRFM, 2022, vol. 15, issue 5, 1-18

Abstract: Since 2020, supply chain disruptions have emerged as an ever-present challenge. This research provides a glimpse into the organizational structures that develop supply chain resilience and market performance amid continuous supply chain disruptions. Utilizing psychosomatic variables and empirical modeling, a model was constructed through a review of extant literature and tested with PLS-SEM analysis. Uniquely, this research model is framed with the stimulus–organism–response model; thus, placing a firm within the context of a tumultuous environment where stimuli elicit responses from an organization that behaves as an organism. Results demonstrate that organizational culture plays a critical role in developing supply chain resilience amid supply chain dynamism. Market performance was also developed but only through supply chain resilience; supply chain disruption orientation alone did not improve market performance. Mediation effects highlight the importance of supply chain disruption orientation, a strategic orientation that cements an organization’s ability to develop supply chain resilience.

Keywords: supply chain dynamism; supply chain disruption orientation; supply chain resilience; market performance; stimulus–organism–response model (search for similar items in EconPapers)
JEL-codes: C E F2 F3 G (search for similar items in EconPapers)
Date: 2022
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Citations: View citations in EconPapers (3)

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