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This paper aims to examine the relationship of supply chain disruption risk drivers to supply chain performance and firm performance outcomes.

Four disruption risk drivers for a supply chain are identified, namely, demand disruption risk, supply disruption risk, process disruption risk and environment disruption risk. A cross-sectional survey was developed and data was collected from 315 Chinese firms to determine the relationship of supply chain disruption risks to supply chain performance and firm performance.

The empirical findings show that supply disruption risks and process disruption risks have a significant impact on supply chain performance. In addition, this paper shows that supply disruptions, demand disruptions and process disruptions are significantly related to firm performance. This paper shows that supply chain disruption risks have different effects on supply chain performance and firm performance. Managers should be aware that disruption risk drivers can have an impact on firm performance that is different from their impact on supply chain performance. An important finding of the study is that the magnitude of the impact of disruption risks on supply chain performance is greater on the upstream side of the supply chain than on the downstream side of the supply chain.

This is one of the early studies to examine the effect of supply chain disruption risk drivers on both firm performance and supply chain performance. An important finding of the study is that the magnitude of the impact of disruption risks on supply chain performance is greater on the upstream side of the supply chain than on the downstream side of the supply chain.

This paper aims to examine the relationship between supply chain quality management practices and their impact on supply chain performance. The authors define and operationalize supply chain quality management practices that enhance knowledge creation and learning in a supply chain.

Data are collected from logistics and supply chain managers in the USA to examine the validity and reliability of the model for supply chain quality.

The empirical result provides support for the reliability and validity of the proposed model, the constructs used in the model, and the interrelationships among key constructs of supply chain quality. The authors show that trust is the main predictor of supply chain quality practices and supply chain quality performance outcomes. In addition, the findings show that the impact of trust on process improvement is mediated by information sharing, inter-firm trust and information sharing are significant predictors of supply chain satisfaction, and inter-firm trust and process improvement are significant predictors of supply chain performance. Implications of the research for the theory and practice of supply chain management and quality management are presented.

This study provides important insights into effective implementation of quality management across the supply chain. Supply chain managers should realize that achieving improvement in many supply chain activities such as information sharing or process improvement requires organizations to be engaged in trust-based activities. In that regard, it is important for supply chain managers to be engaged in developing relationships with their supply chain partners that enhance inter-organizational trust.

This is the first study that examines a supply chain quality management model from the learning perspective. The authors validate the supply chain quality framework proposed by Parast (2103) through operationalization of the constructs, development of the relationship among key supply chain quality practices and empirical assessment of the structural model for supply chain quality.

In this paper, the authors draw from the concept of a “focused factory” to examine whether a focused strategy provides superior performance over a non-focused strategy in firms experiencing service disruptions.

The authors test their hypotheses using panel data of the US domestic airline industry from 1998 to 2019.

Overall, the study findings show that a focused strategy provides superior financial performance over a non-focused strategy in both stable environments and unpredictable environments. The authors also find that the effect of service disruptions on profitability is less pronounced for firms following a focused strategy. This shows that focused firms need to grow over time to sustain profitability. Their post hoc analysis shows that for a non-focused strategy (but not for a focused strategy), firm size moderates the effect of service disruptions on profitability. This suggests that a firm pursuing a non-focused strategy can mitigate the negative effect of service disruptions by increasing its size.

This is the first study that examines the effectiveness of the focused strategy in mitigating service disruptions. The results provide further support for the effectiveness of the focused strategy in responding to service disruptions in service organizations.

The main components of resiliency, including resilience capacities, resilience activities and resilience measures, are identified, extracted and redefined by designing their ontologies. The integrated model is developed by adapting the PDCA (plan, do, check and act) model to resilience management and implementing the developed concepts in the model.

This study uses systems theory to define the main concepts discussed in the literature on resilience. This study then uses systems engineering theory and a resource-based view of the firm to develop an integrated framework to demonstrate how a resilient firm operates.

The revised terminologies and the integrated model address the current theoretical issues in the literature, and they also provide a reference model for practical implementation of resilience management at the firm level. Also, the integrated model addresses the role of innovation in resilience management.

The study examines the concept of resilience form a quality perspective and also examines how resilience and innovation are related.

The purpose of this paper is to investigate the effect of top management support for quality and human resource management practices on quality results in the petroleum industry.

A survey was used to collect data from managers in the petroleum industry. Structural equation modeling was used to examine the hypotheses.

Consistent with previous studies, the results provide support for the importance of top management commitment to quality in emphasizing other quality practices. The relationship between top management support and employee involvement was also significant.

A larger sample is needed to validate the findings of this study. Future studies should address the impact of other quality management practices on quality outcomes.

The findings provide support for the convergence theory and contingency theory in quality management.

This paper aims to develop a theoretical base for supply chain quality from the learning perspective. Through utilizing the relational view of inter‐organizational competitive advantage, the paper identifies learning‐driven practices that influence buyer‐supplier performance outcomes.

A review of the literature in quality management, supply chain management and strategic management is conducted to develop key practices associated with quality management in a supply chain environment.

The findings suggest that quality management facilitates cooperative learning and improves inter‐organizational learning processes. At the supply chain level, it enhances supply chain satisfaction and supply chain performance.

The study contributes to our understanding of quality management practices within a supply chain environment from an inter‐organizational learning perspective. It extends the concept of quality to the supply chain through focusing on key practices that influence the quality of supply chain relationships.

The purpose of this paper is to develop a theoretical base for buyer-supplier quality outcomes (in the context of a strategic partnership) from the institutional theory of the firm. It examines quality outcomes within a partnership and demonstrates how the partners’ quality outcomes are related.

The paper examines quality outcomes within a strategic supply chain partnership (buyer-supplier) and demonstrates how the partners’ quality performance are related. Correlation analysis is used to examine the research hypothesis.

Utilizing the institutional theory and stakeholder theory of the firm, it is argued that within a strategic partnership, the quality outcomes of the partners are significantly related. By focusing on a strategic alliance within a strategic group in the US airline industry, it is shown that there is a significant relationship among quality outcomes of the partners within the strategic alliance.

The analysis was limited to only one strategic partnership. Future research should examine quality outcomes among multiple strategic partnerships in order to validate the findings of this study.

The study discusses the importance of strategic alliances and networks of firms as determinants of firm quality performance.

The purpose of this paper is to investigate empirically the effects of quality management practices on operational and business performance.

A reliable and valid survey instrument was used for data gathering from managers in the petroleum industry. A multiple regression analysis was conducted to determine the effect of quality management practices on operational and business performance.

The results indicate that top management support, employee training, and employee involvement are significant variables explaining the variability of operational performance. Furthermore, a multiple regression analysis on business performance indicated the significance of top management support on business performance. The study also shows that customer orientation is not a significant predictor of business performance in the petroleum industry. In addition, focus on practices associated with human resource management (employee training and employee involvement) is critical in improving operational performance.

Managers in the oil and gas industry need to emphasize practices associated with human resource management. Future studies should replicate this study with a larger sample size.

The study contributes to theory validation and development in quality management by investigating the effects of quality management practices on operational and business performance. The paper adds to the body of knowledge in quality management in the international context, specifically in the Middle East. In addition, it advances the literature on the practice of quality management in process industries, such as the petroleum industry.

This study aims to investigate the effect of productivity and quality on profitability in the US airline industry.

Airlines operations and performance data were used to determine the effect of productivity and quality on profitability. Correlation and multivariate regression analysis have been used for data analysis.

The results show that labor productivity is the most significant predictor of profitability. On‐time performance has no relationship with profitability. The findings suggest that labor productivity, gas price, average annual maintenance cost and employee salary are significant predictors of profitability. The relationship between labor productivity and employee salary with profitability is positive, while gas price and average annual maintenance cost have a negative relationship with profitability.

The research could be more detailed by taking into account measures of airline safety. Additional measures for service quality could be considered.

Operational performance (labor productivity) is the main source of profitability in the US airline industry followed by customer satisfaction and service quality.

The study captures the performance of the airline industry based on longitudinal data from 1989 to 2008. Previous studies have used either quarterly or monthly observations. Second, the study examines the significance of productivity and quality on profitability. Previous studies have provided little insight regarding the effect of productivity and quality on profitability.

The purpose of this paper is to investigate the effectiveness of logistics and supply chain integration on firm competitiveness in manufacturing firms.

Utilizing the resource-based view of competitive advantage along with the transaction cost economics theory, the authors address the critical role of logistics and supply chain strategy as the driver of logistics and supply chain integration and firm competitiveness. Structural equation modeling is used to determine the effect of two sets of logistics and supply chain integration practices (logistics/supply chain information integration and logistics/supply chain process integration) along with logistics outsourcing decision practices (logistics investment decisions and private warehousing decisions) on firm competitiveness.

The results indicate that logistics/supply chain strategy is the main driver of logistics and supply chain integration and logistics decisions. Furthermore, the findings suggest that logistics/supply chain process integration is the most significant predictor of firm's competitive position.

Further examination and testing of the proposed model across multiple contexts is necessary for validity of the findings.

This is one of the first studies that provide an empirical analysis on the importance of different sources of integration (information and process) in logistics and supply chain and their impact on firm competitiveness.