1817. Facing asymmetric supply chain disruptions: The moderating role of team familiarity
Invited abstract in session TB-33: Behavioural operations 1, stream Behavioural OR.
Tuesday, 10:30-12:00Room: Maurice Keyworth 1.31
Authors (first author is the speaker)
| 1. | jiatian xie
|
Abstract
In many supply chain disruptions, workers must manage complex and dynamic work demands despite having insufficient abilities and resources to handle the interruptions. Most existing research has examined the relationship between supply chain disruptions and operational performance. However, few studies have explored the impact of supply chain disruptions from a social performance perspective. In this paper, we examine how supply chain disruptions in railway systems affect the social performance of workers in digital control rooms. Specifically, we focus on the team level and define social performance as the distribution of task workload among team members, measured using the Herfindahl-Hirschman Index. Drawing on dynamic capabilities theory, we analyze the impact of supply chain disruptions on workload distribution, with a focus on traffic controllers, who are the primary decision-makers in our setting. Our study is based on 160,391 team-15-minute observations collected over 12 months from seven control centers at INFRABEL. We find that a higher concentration of supply chain disruptions leads to greater workload imbalance among team members. Furthermore, team familiarity serves as a moderating factor that mitigates the positive effect of asymmetric supply chain disruptions on workload distribution. Our findings highlight the social implications of supply chain disruptions and emphasize the role of team familiarity in promoting worker well-being.
Keywords
- Behavioural OR
- Economic Modeling
- Supply Chain Management
Status: accepted
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