Breaking out of the pandemic: How can firms match internal competence with external resources to shape operational resilience?
研究了疫情期间企业如何匹配内部能力（产品多样性、运营效率）与供应链网络外部资源（结构洞、网络中心性）来提升运营韧性，发现异质性匹配有互补效应，同质性匹配有替代效应。
Abstract This study explores how firms sought to effectively match their internal competence with external resources from the supply chain network to improve operational resilience (OR) during the COVID‐19 pandemic. Drawing upon matching theory, this study provides an internal–external matching perspective based on flexibility–stability features of OR to explain the operational mechanisms underlying the different matchings between internal flexibility (i.e., product diversity)/stability (i.e., operational efficiency) and external flexibility (i.e., structural holes)/stability (i.e., network centrality). We find that more heterogeneous matchings between internal (external) flexibility and external (internal) stability have a complementary effect that enhances OR, whereas more homogeneous matchings between internal flexibility (or stability) and external flexibility (or stability) have a substitutive effect that reduces OR. This study provides valuable contributions to research focusing on the supply chain, organizational resilience, and operations management.