Firm survivability during long-term disruptions: an adaptation-based view

Abstract

Purpose The COVID-19 pandemic showed that preestablished contingency plans and resilience practices were insufficient to cope with long-term and global disruptions. Companies thus struggled to develop capabilities that ensure their survivability during similar crises. Building on the adaptation-based view (ABV) of supply chain resilience, this study aims to offer an in-depth perspective on survivability in supply chains (SCs). Design/methodology/approach The paper empirically tests related relationships between adaptation capabilities and practices that ensure operational continuity. Responses from 252 organisations were collected and analysed using partial least squares structural equation modelling. Findings The results empirically support the ABV’s theoretical propositions and assess the possibilities of intertwining, digitalisation, a circular economy and maturity for the survivability of SCs. Research limitations/implications The derived insights are attractive for managers and researchers to foster supply chain survivability and contribute to the increasing efforts of middle-range theorising in logistics and supply chain management research. Originality/value To the best of the authors’ knowledge, this study is one of the first studies to define factors enhancing the survivability of SCs through the lens of the ABV.

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