Michail (Michalis) Louis

Abstract:

Supply chain risk management (SCRM) has considerably evolved over the years, however, it cannot yet effectively cope with the so-called dynamic supply chain risks, which would be described from the literature as ambiguous and complex, and can significantly harm the firm in terms of reputation and economically. Similarly, dynamic capabilities theory cannot yet address this research gap because knowledge of threat sensing is scarce. Thus, this Ph.D. dissertation aims to resolve this research gap, using sustainability as a research context, wherein ambiguity and complexity are eminent. It uses 10 case studies of sustainability exemplars operating in multiple industries: chemical, apparel, electronics, and paper. By building on earlier research and abduction, the analysis suggests the conceptualization of a new construct, namely dynamic risk sensing capability which can lead to positive outcomes. It is comprised of three routines, namely scanning, interpreting, and incorporating. In the context of this study, it is shaped mainly as best practices, ascribing to the school of thought having a similar conception (Eisenhardt and Martin 2000).

Furthermore, dynamic risk sensing capability can enable change in ordinary capabilities (sourcing, supplier management), enhance sustainability performance, and contribute to the prevention of reputational risks emanating from environmental supply chain issues. In this way, this Ph.D. dissertation offers a granular and testable framework that suggests a way to cope with dynamic supply chain risks and explains transformation change in the supply chain. This research has theoretical and practical implications for the streams of SCRM and dynamic capabilities theory.