Alternative paths to supply chain resilience: a contextualised processual analysis of SMEs and large enterprises facing external shocks and geopolitical tensions
基于结构权变理论，通过对卡塔尔15家企业的22次深度访谈，发现中小企业和大型企业在应对外部冲击和地缘政治紧张时，采用不同的韧性路径，并识别出管理多重中断级联效应的独特过程。
Supply chain resilience (SCR) is a critical yet bespoke capability. It depends on contextual factors and organizational practices. Grounded in structural contingency theory, this study examines how SMEs and large enterprises respond to supply chain disruptions, focusing on differences and similarities in their resilience mechanisms. Using an inductive, processual qualitative approach, we conducted 22 in-depth interviews in 15 Qatari firms nationwide, across diverse industries, complemented by a focus group, observations, and secondary sources. Findings show that SMEs and large firms follow different response paths to disruptions triggered by external shocks and geopolitical tensions. While both adopt shared strategies to strengthen resilience, differences in structure and capabilities drive divergence. We also identify distinctive processes that help firms manage cascading effects from multiple disruptions. Situated in Qatar’s unique geopolitical context, the study informs tailoring SCR strategies by firm size and emphasizes adopting processual, context-sensitive approaches in an increasingly volatile global environment.