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This study investigates the connection between supply chain resilience (SCRES) capabilities and dynamic capabilities theory (DCT) in the context of the Irish food industry, specifically in the face of supply chain disruption. Based on a theoretical synthesis of the SCRES and dynamic capabilities (DC) literature and empirical evidence from a multi-case study, this study elaborates a theory of dynamic resilience capabilities (DRC) comprising five SCRES capabilities: anticipation, adaptation, response, recovery, and learning. These five capabilities align with the DC dimensions of sensing, adapting, coordinating, reconfiguring, and learning, and enable firms to adjust their strategies before, during, and after disruptive events. This study contributes to the SCRES literature by distinguishing between dynamic and operational capabilities and providing insights into building DRC through strategic processes, such as sensing threats and opportunities, adapting to changes, coordinating tasks, reconfiguring resources, and developing learning routines to mitigate supply chain disruptions.
Ali et al. (Tue,) studied this question.