Towards a systematic achievement of supply network resilience - integrating five major theoretical lenses

Supply network resilience is increasingly important, yet managers and researchers still lack an integrated theoretical basis to systematically select and quantify resilience mechanisms and their effectiveness in sustaining performance. Existing research remains fragmented across theoretical lenses and relies predominantly on qualitative evidence. It lacks a shared theoretical foundation, limiting quantitative modelling and empirical testing. We address this gap through a structured literature review and qualitative content analysis to synthesise five core theoretical lenses used in operations management to explain sustained performance under adverse conditions: The Resource-Based View, Dynamic Capabilities, the Relational View, the Practice-Based View, and the Supply Chain Practice View. We integrate these lenses into a cohesive framework that positions resources/capabilities/practices as explanatory variables and links them to two outcomes – supply network resilience (i.e., performance loss under disruption) and supply network performance (i.e., efficiency under normal operation). The framework clarifies conceptual overlaps and terminology, and reveals how different measures (e.g., resources, capabilities, practices) contribute to achieving supply network resilience. It thereby provides a theoretical foundation and operationalisation logic for future quantitative research (e.g., simulation, modelling, or empirical testing) and offers practitioners guidance for building a targeted portfolio of resilience mechanisms under resource constraints.