Organizational Resilience and Supply Chain Disruption Recovery

Examining Dynamic Capabilities, Adaptation, and Recovery Performance

Abstract

This study examines the role of organizational resilience in supply chain disruption recovery, focusing on how firms respond to large-scale shocks such as the COVID-19 pandemic, the Suez Canal blockage, and global semiconductor shortages. Grounded in Resilience Theory and Dynamic Capabilities Theory developed by David Teece, the research investigates the mechanisms through which adaptive organizational features influence recovery speed and operational stability. Using a quantitative research design, data were collected from 100 supply chain managers across multiple industries who experienced significant disruption events. Measures assessed organizational resilience, adaptive capacity, situational awareness, redundancy strategies, diversification practices, and recovery performance indicators. Correlation and multiple regression analyses were conducted to evaluate relationships among variables. Findings revealed that organizational resilience accounted for 48% of the variance in recovery speed. Regression analysis indicated that adaptive capacity (β = .36), situational awareness (β = .28), and redundancy mechanisms (β = .24) were significant predictors of faster recovery outcomes. Resilient organizations recovered 3.4 times faster than less resilient counterparts, while supply chain diversification reduced recovery time by 42%. The findings demonstrate that resilience is not merely absorptive capacity but a dynamic, capability-driven process enabling rapid reconfiguration under disruption. The study contributes to operations management and strategic resilience literature while offering practical implications for supply chain design, risk mitigation strategies, and organizational preparedness in volatile global environments.