Managerial perception and assessment of catastrophic supply chain risks

Table of Contents

Chapter 1 – Introduction

1.1. Research motivation

1.2. Research goals

1.3. Academic and managerial contribution

1.4. Thesis outline

Chapter 2 – Literature review

2.1. Understanding risk

2.2. Supply chain risk management

2.3. Classification of SCRM research

2.3.1. Categorization of supply chain risk sources

2.3.2. The elements of the SCRM process

2.4. Catastrophic supply chain risks

2.5. A conceptual framework for supply chain risk analysis

2.5.1. The risk assessment stage

2.5.2. Managerial risk perception

Chapter 3 – Theoretical model

3.1. Risky decision making model

3.1.1. Supply chain risk conditions

3.1.2. Probability and magnitude of potential catastrophic supply chain events

3.1.3. Overall perception of catastrophic supply chain risks

3.1.4. Assessment of catastrophic supply chain risks

3.2. Research propositions

Chapter 4 – Methodology

4.1. Multiple case study approach

4.2 Literature review as a starting point

4.3. Data collection

4.4. Data analysis

4.5. Shaping prepositions and enfolding literature

4.6. Achieving case study rigor

Chapter 5 – Findings

5.1. Within-case results

5.1.1. Case Company A

5.1.2. Case Company B

5.1.3. Case Company C

5.1.4. Case Company D

5.1.5. Case Company E

5.1.5. Case Company F

5.1.6. Case Company G

5.2. Synopsis of findings – a cross-case display

5.2.1. Supply chain risk characteristics

5.2.2. Frequency and magnitude of past catastrophic supply chain events

5.3.3. Managerial perception of catastrophic supply chain risks

5.3.4. Assessment of catastrophic supply chain risks: procedures & barriers

Chapter 6 - Discussion

6.1. Supply chain risk levels

6.2. Formative elements of managerial risk perception

6.3. Effects of managerial risk perception

6.4. Barriers to a formal assessment of catastrophic supply chain risks

6.5. Methods and tools for the assessment of catastrophic supply chain risks

Chapter 7 - Conclusion

7.1. Summary of findings

7.2. Theoretical and managerial implications

7.3. Limitations and suggestions for future research

Research Objectives and Focus

This thesis explores the construct of managerial risk perception and the assessment stage of catastrophic supply chain risks through an explorative multiple case study approach, aiming to identify applicable tools and methods for evaluating these low-probability, high-consequence events.

• Managerial perception of catastrophic supply chain risks
• Assessment techniques for catastrophic supply chain events
• Barriers to formalizing supply chain risk assessment
• The impact of supply chain integration on risk exposure

Excerpt from the Book

Summary of Chapters

Chapter 1 – Introduction: This chapter introduces the vulnerability of modern supply chains to catastrophic, low-probability/high-consequence events and outlines the research motivation and goals of the study.

Chapter 2 – Literature review: This section reviews existing literature on supply chain risk management, focusing on defining catastrophic risks and the conceptual frameworks for risk analysis.

Chapter 3 – Theoretical model: This chapter adapts a risky decision-making model to investigate how supply chain conditions and managerial perceptions influence the assessment of catastrophic risks.

Chapter 4 – Methodology: The author describes the explorative multiple case study approach, covering data collection from seven firms and the methodology for intra-case and cross-case analysis.

Chapter 5 – Findings: This chapter presents the empirical results, detailing the specific risk profiles and assessment practices observed across seven companies.

Chapter 6 - Discussion: The findings are interpreted to examine the links between supply chain integration, managerial perception, and the identified barriers to formal risk assessment.

Chapter 7 - Conclusion: The study concludes by summarizing key findings regarding risk perception and identifying limitations and future research avenues.

Keywords

Supply chain risk management, risk assessment, catastrophic risks, low-probability high-consequence risks, risk perception, managerial risk perception, supply chain integration, vulnerability, case study, decision-making, supply chain disruption, mitigation, business continuity, risk mapping, disaster recovery.

Frequently Asked Questions

What is the core focus of this research?

The work focuses on the managerial perception and formal assessment of catastrophic supply chain risks—specifically low-probability, high-consequence events that are often neglected in traditional operational risk management.

What are the primary themes addressed?

The themes include the formative elements of managerial risk perception, the identification of suitable risk assessment tools, the influence of supply chain integration on risk, and organizational barriers to formal assessment.

What is the main goal or research question?

The goal is to explore how managers construct their perception of catastrophic risks and to identify which methods and tools are applicable for assessing these events within a supply chain context.

Which scientific methodology is employed?

The research uses an explorative multiple case study approach involving seven firms across various industries, utilizing semi-structured interviews and document analysis.

What is covered in the main body of the work?

The main body covers a comprehensive literature review, the development of a theoretical model based on risky decision-making, an empirical multi-case study, and a discussion of the findings in relation to existing research.

Which keywords characterize this thesis?

Key terms include Supply chain risk management, catastrophic risks, managerial risk perception, LP-HC risks, and supply chain integration.

Why is the "Post-Bhopal" phenomenon mentioned in the study?

The author uses this to explain that catastrophic events often trigger a fundamental shift in risk perception and organizational action only after an accident has occurred, rather than through proactive modeling.

What role does supply chain integration play in these risks?

The study finds that higher levels of integration can significantly increase the potential damage of a disruption, as rippling effects from a catastrophe are amplified through tightly linked processes.

Why do most companies not formally assess catastrophic risks?

Common barriers identified include a lack of resources, the perception that such events are too unlikely to justify investment, and the difficulty in obtaining reliable data for financial cost-benefit analysis.