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PurposeThis article investigates how micro-foundations of sustainability can build supply chain resilience (SCRes). Specifically, by defining supply chains as social-ecological systems, this article explores how sustainability as a supplier capability leads to the transformative development of SCRes capabilities.Design/methodology/approachLongitudinal multi-case studies were developed over the first year of the COVID-19 outbreak. A total of 52 interviews were conducted with managers and employees of 12 global supplier firms as well as associated local cooperative and consultancy managers. Secondary data were also used for triangulation. An inductive approach was used for data analysis to elaborate theory through a metaphor.FindingsNine micro-foundations of sustainability were identified and categorised using the dynamic capabilities steps: sensing, seizing and reconfiguring. They were found to move together with the preparing, responding and transforming steps of SCRes, respectively, and thus to perform as dance partners using our dance performance metaphor. Moreover, ten supplier cases were found to be adopting a transformative social-ecological perspective as they performed all key stages of our dance performance metaphor. The transformations all resulted from either institutional or social sustainability, and the associated micro-foundations generated six main SCRes capabilities, most commonly linking visibility and organisation with institutional and social sustainability respectively.Practical implicationsA deeper understanding of sustainability micro-foundations is provided for supply chain managers to enhance the development of SCRes strategies in preparation for future sustainability-related crises.Originality/valueUnlike previous research, this article explores an intertwined understanding of SCRes and sustainability during a crisis. Through the micro-foundations of sustainability we explain how sustainability capability builds transformative SCRes using a supplier perspective. |
