Date of Award


Document Type


Degree Name

Doctor of Philosophy (PhD)

Legacy Department



Miller, Janis L

Committee Member

Klein , Rich

Committee Member

Moore , Dwayne


Hurricanes, tsunamis, and terrorism, are visible catastrophes that disrupt continuity for many organizations. Yet behind the curtain, there are multitudes of smaller events that cause supply chain disruptions. For example, quality issues, shipping delays, information system malfunction, demand spikes, and inventory mismanagement can quickly ripple from one supply chain to another. Practitioners work feverishly to contain small interruptions, while large disruptions can upset the supply chain for multiple organizations and depress an organization's financial valuation by up to 40%.
This study extends risk management thinking by exploring behavioral-based practices, rather than buffer inventory, redundant capacity, or financial countermeasures, as these behavioral tactics affect employees and emanate from the culture of the organization. We specifically, research competencies that improve an organization's structure and orientation. Internal integration, information sharing, and training reflect antecedent competencies that provide structure and encourage internal connectedness. Common vision, supply chain disruption orientation, organizational learning, and routine rigidity represent competencies that influence the organization's orientation, a proxy for culture. Previous operations research has investigated these antecedents, but rarely have they viewed them from a risk management perspective.
We also determine how organizations use risk management capabilities to understand supply chain disruption. To do this, we develop a conceptual disruption management framework that seeks to align the probability of disruption and the predictability of consequences with an organization's supply chain strategy. The model should help practitioners select an appropriate supply chain strategy from among several alternatives. The output is a risk management strategy grounded in supply chain flexibility, risk and loss mitigation, agility, or resilience.
We also operationalize two new risk management measures: warning and recovery capability. Warning capability refers to an organization's ability to scan for and communicate information about potential and actual supply chain threats. When properly developed, this capability should enable organizations to better identify supply chain threats. Recovery capability represents an organization's pre-emptive and reactive response capacity. Developing these capabilities allows practitioners to effectively position and utilize resources to speed up supply chain recovery.
The evidence indicates that organizations can develop behavioral-based competencies and capabilities as a method to better anticipate and combat supply chain risk. When studying orientations that influence the culture of an organization, we found that managers should develop their common vision, supply chain disruption orientation, and organizational learning competencies as a way to address supply chain risk. The evidence tells us that each competency positively influences the organization's risk management capabilities and overall performance. Additionally, the data implies that organizations must manage their routine rigidity and information quality levels; otherwise, they may experience a degradation of their risk management capabilities. Structurally, we found that internal integration and training affect an organization's warning and recovery capabilities and leads to improved performance. While recovery capability directly improves performance, we find that an organization's warning abilities affect performance only when recovery serves as an intermediary. The benefit of this approach is that managers develop the employees and the organization itself, rather than investing in resources that may never be used.