The effect of high-involvement human resource management practices on supply chain resilience and operational performance

Supply chain (SC) resilience is an increasingly important topic for practitioners and aca-demics because it is a competitive weapon for firms to cope with SC disruptive risks. This study examines the impact of high-involvement human resource management practices on SC resilience from the ability-motivation-opportunity perspective. It also examines the relationship between the dimensions of SC resilience and operational performance. Based on data collected from 206 Chinese manufacturers, the proposed hypotheses were tested using structural equation modeling. The results indicated that employee participation played the most powerful role in improving supplier, customer, and internal resilience. Moreover, employee skills only facilitate internal and customer resilience but have no significant impact on supplier resilience. By contrast, employee incentives do not influence the dimension of SC resilience. It was also found that both internal and customer resilience have positive effects on operational performance, while supplier resilience has no signif-icant effect. The findings contribute to literature and practice.(c) 2023 China Science Publishing & Media Ltd. Publishing Services by Elsevier B.V. on behalf of KeAi Communications Co. Ltd. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).

Automated summary

This study explores the impact of high-involvement human resource management practices on supply chain resilience and the relationship between the dimensions of supply chain resilience and operational performance. The findings suggest that employee participation plays a crucial role in improving supplier, customer, and internal resilience. However, employee skills only facilitate internal and customer resilience, while employee incentives do not influence supply chain resilience. Additionally, internal and customer resilience have positive effects on operational performance, but supplier resilience does not significantly affect it. These findings contribute to both academia and practice.