Managerial understanding of supply chain collaboration and risk management: a study on post-pandemic behavioural shifts

Purpose Managers may understand the concepts of collaboration and risk management as complementary. This study investigates whether this understanding is associated with mitigation actions within the supply chain in the post-COVID-19 context. The analysis focuses on the level of uncertainty related to managers' adaptive performance, and the impacts of the pandemic on the links between collaboration and risk management. The role of managers' perceived leadership effectiveness is also evaluated as a potential mediator. Design/methodology/approach A survey was conducted with 243 supply chain managers operating across different companies in Brazil. Structural equation modelling (SEM) and mediation techniques were employed for analysis. Findings Managers appear to acknowledge collaboration as relevant to risk management, with the role of the tacit knowledge reflected in managerial understanding being a key finding. SEM indicated that decisions in risk scenarios are guided by prior experience more than by collaborative logic. Mediation analysis revealed that, although valued, collaboration does not directly determine mitigation actions, particularly in disruptive contexts. The weak mediated correlation suggests that, in practice, the link between these variables may weaken under pressure, leading managers to make individualized decisions and responses. Originality/value A multidisciplinary approach was adopted to examine the effects of the pandemic on risk management and collaboration in supply chains, challenging established managerial practices and existing theories. The integration of behavioural and heuristic variables highlights the importance of situational awareness, knowledge management and cognitive flexibility in decision-making within complex contexts.