Linking Supply Chain Performance, Supply Chain Resilience, and Organizational Recovery Capability: A Proposed Conceptual Model

Purpose: This research attempts to propose a conceptual model of whether supply chain resilience and organizational recovery capability constitute direct antecedents to supply chain performance. The study is based on the dynamic capability theory. Design/methodology/approach: The literature-based review is drawn up to link supply chain performance, supply chain resilience and organizational recovery capability to create a conceptual framework. Findings: This conceptual paper suggests that supply chain resilience has a positive direct and indirect impact on supply chain performance. It proposes that as the level of supply chain resilience increases, so does the level of organizational recovery capability, leading to improved supply chain performance. Additionally, the paper suggests that organizational recovery capability plays a mediating role in the relationship between supply chain resilience and supply chain performance. Research limitations/implications: The research on the organizational recovery capability and determining variables towards the supply chain performance of small and medium-sized manufacturing enterprises is still limited despite ample evidence demonstrating the performance of these businesses. Practical implications: This concept can provide practitioners with insights into the advantages of organizational recovery capability and supply chain resilience for supply chain performance, and it may serve as a basis for further empirical research. Originality/value: The study underlines that organizational strategies should be designed with organizational recovery capability as supply chain resilience alone is inadequate for organizations to attain competitive advantage.