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- Publisher
- Wiley
- Copyright
- © 2022 Wiley Periodicals, Inc.
- ISSN
- 1523-2409
- eISSN
- 1745-493X
- DOI
- 10.1111/jscm.12292
- Publisher site
- See Article on Publisher Site
Abstract
Upon disaster depends good fortune; within good fortune hides disaster.―Lao Tzu, Tao Te Ching, a Chinese classic text traditionally credited to the sixth‐century BC sage LaoziThe topic for JSCM's sixth emerging discourse incubator (EDI) is to explore innovation–disruption mutual causality by bridging the supply chain innovation and disruption literatures. To compete today, companies often resort to radical innovations in products, processes, services, profit models, supply chain configurations, and more (Bellamy et al., 2020). At the same time, extreme turbulence caused by natural disasters and man‐made disruptions pushes firms to build resilient supply chains (Sodhi & Tang, 2020). Both radical innovations and extreme disruptions create a high level of uncertainty. Hence, these two seemingly opposite forces drive organizations and individuals to constantly evolve, adapt, and improve in order to survive and thrive (Ketchen & Craighead, 2021; Wieland, 2020).Radical innovations are man‐made uncertainty that are usually associated with creating growth opportunities: upward uncertainty. Extreme disruptions could be either man‐made or natural uncertainty that are usually associated with large decreases in performance: downward uncertainty. Despite these differences, both affect supply chain management by significantly disrupting routines and creating ambiguity about outcomes. Therefore, radical innovations and extreme disruptions have been well studied by supply chain scholars.However, these
Journal
Journal of Supply Chain Management – Wiley
Published: Oct 1, 2022
Keywords: new product development; risk management; supplier management (supplier development, relations, evaluation, selection)