ABSTRACT
Collaborative relationships in supply chains are known to be an important source of operational performance (Kamal & Irani 2014) that help supply chain partners to "achieve mutual advantages that are greater than the firms would achieve individually". This chapter explores whether and how social capital in inter-organizational relationships enables or limits supply chain resilience (SCRes). It describes the role of social capital in preparing for and recovering from disruptions (i.e., SCRes), for which a multiple case study across three tiers in a single supply chain of a multinational technology corporation is seen as appropriate. The chapter discusses the concepts of SCRes and social capital linked into a research framework. It describes the methodological approach and examined relationships. The chapter presents the findings and considers them in relation to extant literature. Finally, it concludes the theoretical and managerial implications.
