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Introduction
Supply chain disruptions exhibit both internal (e.g. a fire at a major manufacturing plant) and external risks (e.g. economic shocks). Not managing these risks can deteriorate operational and financial performance (Hendricks and Singhal, 2003, 2005; Giunipero and Eltantawy, 2004). The turbulent, fast-changing business environment and growing complexity of global supply chain networks cause higher uncertainty, with unexpected and inevitable risks posing a higher likelihood of severe disruptions than domestic supply chains (Blackhurst et al., 2005; Craighead et al., 2007; Bakshi and Kleindorfer, 2009). These trends coupled with major disasters, such as the Fukushima nuclear disaster, Hurricane Sandy and Cyclone Phailin, call for greater resiliency in supply chains. Thus, research on risk management and business continuity has gained a major focus in supply chain management (SCM). For instance, Jüttner (2005) and Peck (2005) investigate supply chain risk management (SCRM) from a practitioner perspective across industries to reduce vulnerability, while Tomlin (2006) explores mitigation and contingency strategies to accommodate disruptions. Manuj and Mentzer (2008) present several SCRM strategies under different environmental conditions, whereas other researchers evaluate the relationship of SCRM to performance (Kern et al., 2012; Wieland and Wallenburg, 2012).
While SCRM primarily deals with risk identification and management, some journal publications have discussed supply chain resilience (SCRES) and its importance in SCRM research (Zsidisin and Wagner, 2010; Blackhurst et al., 2011; Wieland, 2013; Sáenz and Revilla, 2014). Grötsch et al. (2013, p. 2846) recently highlighted that SCRM’s “particular objective is to build and maintain resilient supply chains.” Based on the premise that not all potential risks can be avoided, SCRES encompasses the ability to prepare for unforeseen disruptions and to respond and recover from them faster than competitors do (Rice and Caniato, 2003; Christopher and Peck, 2004; Jüttner and Maklan, 2011; Chopra and Sodhi, 2014). Hendricks and Singhal (2005) found that firms often do not react and recover quickly enough from the negative consequences of risk events. Hence, some studies suggest that SCRES can create a sustainable competitive advantage by continuously adapting and developing capabilities to make a supply chain more resilient (Hamel and Välikangas, 2003; Ponomarov and Holcomb, 2009; Pettit et al., 2013). Sheffi and Rice (2005) recommend considering SCRES as a part of the firm’s strategic role since...