Experience

Publications

• Exploring operational resilience in the context of military aviation: Finding the right mode at the right time: Finding the Right Mode at the Right Time

  Journal of Business and Behavioral Sciences

  Operational resilience is the ability of an organization to avoid disruption, and if unsuccessful in avoidance, to recover as quickly as possible. We begin with an a priori assumption that operational resilience is dependent in part on an organization’s ability to change its mode of operation in response to disruptive conditions, and that the antecedents of this ability will be most apparent in organizations that routinely change mode out of necessity. The United States Air Force is one such example of a routinely multi-modal organization, thriving on rapid problem solving and effectiveness in wartime, while striving for cost savings and efficiency in home station operations and peace-time. This project focuses on uncovering those policies and procedures associated with quick and effective transition between operational modes, by examining and contrasting the practices of two Air Force aircraft systems. This exploratory work is the initial phase of a project dedicated to both developing new methods to improve operational resilience and identifying those generalizable principles and practices that may enhance resilience in all types of operations and organizations. Initial results will be presented as several themes of what enhances resilience and what limits resilience with respect to effective transition between modes. Further investigation and analysis are forthcoming.

• Exploring operational resilience in the context of military aviation: Finding the right mode at the right time: Finding the Right Mode at the Right Time

  Journal of Business and Behavioral Sciences

  Operational resilience is the ability of an organization to avoid disruption, and if unsuccessful in avoidance, to recover as quickly as possible. We begin with an a priori assumption that operational resilience is dependent in part on an organization’s ability to change its mode of operation in response to disruptive conditions, and that the antecedents of this ability will be most apparent in organizations that routinely change mode out of necessity. The United States Air Force is one such example of a routinely multi-modal organization, thriving on rapid problem solving and effectiveness in wartime, while striving for cost savings and efficiency in home station operations and peace-time. This project focuses on uncovering those policies and procedures associated with quick and effective transition between operational modes, by examining and contrasting the practices of two Air Force aircraft systems. This exploratory work is the initial phase of a project dedicated to both developing new methods to improve operational resilience and identifying those generalizable principles and practices that may enhance resilience in all types of operations and organizations. Initial results will be presented as several themes of what enhances resilience and what limits resilience with respect to effective transition between modes. Further investigation and analysis are forthcoming.

• Ensuring Supply Chain Resilience: Development and Implementation of an Assessment Tool

  Journal of Business Logistics

  In today’s tightly connected global economy, traditional management practices that rely on “steady-state” conditions are challenged by chaotic external pressures and turbulent change. Just in the last few years, the world has experienced a string of catastrophic events, including a global economic meltdown, a volcanic eruption in Iceland, an oil spill in the Gulf of Mexico, a disastrous tsunami and power blackout in Japan, and political upheavals in Africa and the Middle East. Managing the risk of an uncertain future is a challenge that requires resilience—the ability to survive, adapt, and grow in the face of turbulent change. This research develops a measurement tool titled the Supply Chain Resilience Assessment and Management (SCRAM). Data gathered from seven global manufacturing and service firms are used to validate SCRAM using qualitative methodology with 1,369 empirical items from focus groups reviewing 14 recent disruptions. Critical linkages are uncovered between the inherent vulnerability factors and controllable capability factors. Through mixed-method triangulation, this research identified 311 specific linkages that can be used to guide a resilience improvement process. Pilot testing suggests a correlation between increased resilience and improved supply chain performance.

• Exploring operational resilience in the context of military aviation: Finding the right mode at the right time: Finding the Right Mode at the Right Time

  Journal of Business and Behavioral Sciences

  Operational resilience is the ability of an organization to avoid disruption, and if unsuccessful in avoidance, to recover as quickly as possible. We begin with an a priori assumption that operational resilience is dependent in part on an organization’s ability to change its mode of operation in response to disruptive conditions, and that the antecedents of this ability will be most apparent in organizations that routinely change mode out of necessity. The United States Air Force is one such example of a routinely multi-modal organization, thriving on rapid problem solving and effectiveness in wartime, while striving for cost savings and efficiency in home station operations and peace-time. This project focuses on uncovering those policies and procedures associated with quick and effective transition between operational modes, by examining and contrasting the practices of two Air Force aircraft systems. This exploratory work is the initial phase of a project dedicated to both developing new methods to improve operational resilience and identifying those generalizable principles and practices that may enhance resilience in all types of operations and organizations. Initial results will be presented as several themes of what enhances resilience and what limits resilience with respect to effective transition between modes. Further investigation and analysis are forthcoming.

• Ensuring Supply Chain Resilience: Development and Implementation of an Assessment Tool

  Journal of Business Logistics

  In today’s tightly connected global economy, traditional management practices that rely on “steady-state” conditions are challenged by chaotic external pressures and turbulent change. Just in the last few years, the world has experienced a string of catastrophic events, including a global economic meltdown, a volcanic eruption in Iceland, an oil spill in the Gulf of Mexico, a disastrous tsunami and power blackout in Japan, and political upheavals in Africa and the Middle East. Managing the risk of an uncertain future is a challenge that requires resilience—the ability to survive, adapt, and grow in the face of turbulent change. This research develops a measurement tool titled the Supply Chain Resilience Assessment and Management (SCRAM). Data gathered from seven global manufacturing and service firms are used to validate SCRAM using qualitative methodology with 1,369 empirical items from focus groups reviewing 14 recent disruptions. Critical linkages are uncovered between the inherent vulnerability factors and controllable capability factors. Through mixed-method triangulation, this research identified 311 specific linkages that can be used to guide a resilience improvement process. Pilot testing suggests a correlation between increased resilience and improved supply chain performance.

• Ensuring Supply Chain Resilience: Development of a Conceptual Framework

  Journal of Business Logistics

• Exploring operational resilience in the context of military aviation: Finding the right mode at the right time: Finding the Right Mode at the Right Time

  Journal of Business and Behavioral Sciences

  Operational resilience is the ability of an organization to avoid disruption, and if unsuccessful in avoidance, to recover as quickly as possible. We begin with an a priori assumption that operational resilience is dependent in part on an organization’s ability to change its mode of operation in response to disruptive conditions, and that the antecedents of this ability will be most apparent in organizations that routinely change mode out of necessity. The United States Air Force is one such example of a routinely multi-modal organization, thriving on rapid problem solving and effectiveness in wartime, while striving for cost savings and efficiency in home station operations and peace-time. This project focuses on uncovering those policies and procedures associated with quick and effective transition between operational modes, by examining and contrasting the practices of two Air Force aircraft systems. This exploratory work is the initial phase of a project dedicated to both developing new methods to improve operational resilience and identifying those generalizable principles and practices that may enhance resilience in all types of operations and organizations. Initial results will be presented as several themes of what enhances resilience and what limits resilience with respect to effective transition between modes. Further investigation and analysis are forthcoming.

• Ensuring Supply Chain Resilience: Development and Implementation of an Assessment Tool

  Journal of Business Logistics

  In today’s tightly connected global economy, traditional management practices that rely on “steady-state” conditions are challenged by chaotic external pressures and turbulent change. Just in the last few years, the world has experienced a string of catastrophic events, including a global economic meltdown, a volcanic eruption in Iceland, an oil spill in the Gulf of Mexico, a disastrous tsunami and power blackout in Japan, and political upheavals in Africa and the Middle East. Managing the risk of an uncertain future is a challenge that requires resilience—the ability to survive, adapt, and grow in the face of turbulent change. This research develops a measurement tool titled the Supply Chain Resilience Assessment and Management (SCRAM). Data gathered from seven global manufacturing and service firms are used to validate SCRAM using qualitative methodology with 1,369 empirical items from focus groups reviewing 14 recent disruptions. Critical linkages are uncovered between the inherent vulnerability factors and controllable capability factors. Through mixed-method triangulation, this research identified 311 specific linkages that can be used to guide a resilience improvement process. Pilot testing suggests a correlation between increased resilience and improved supply chain performance.

• Ensuring Supply Chain Resilience: Development of a Conceptual Framework

  Journal of Business Logistics

• From Risk to Resilience: Learning to Deal With Disruption

  MIT Sloan Management Review

  To prosper in the face of turbulent change, organizations need to improve how they deal with unexpected disruptions to complex supply chains. Companies can cultivate such resilience by understanding their vulnerabilities — and developing specific capabilities to compensate for those vulnerabilities