{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,8,2]],"date-time":"2025-08-02T17:27:53Z","timestamp":1754155673776,"version":"3.41.2"},"reference-count":88,"publisher":"Emerald","issue":"6","license":[{"start":{"date-parts":[[2024,5,28]],"date-time":"2024-05-28T00:00:00Z","timestamp":1716854400000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["IMDS"],"published-print":{"date-parts":[[2024,6,18]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-subheading\">Purpose<\/jats:title><jats:p>The objective of this study is to examine how emotions play a role in the firm\u2019s reaction to disruptions in the supply chain. Drawing on the upper echelons theory, we evaluate whether managers\u2019 perception of collective emotions (CEs) in the supply environment affects the execution of specific organisational responses (bridging and buffering) to disruptive events. Furthermore, we investigate to what extent companies' own capabilities, such as supply chain resilience, influence this relationship.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title><jats:p>A web-based survey was distributed among managers involved in supply chain relationship management (e.g. supply chain or purchasing managers). LinkedIn was used to identify and contact adequate respondents, and 221 valid responses were collected. The proposed theoretical model was empirically tested using structural equation modelling based on partial least squares (PLS-SEM).<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Findings<\/jats:title><jats:p>Results suggest that emotions can shape a firm's response to supply chain disruptions. In fact, managers are more likely to pursue both bridging and buffering strategies as their perception of CEs increases. However, the intensity and underlying motivations for pursuing each strategy differ.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title><jats:p>When CEs are perceived by buyer managers, stronger supply chain resilience incentivises the choice of cooperative practices within existing suppliers, thereby reinforcing pre-existing links. We conclude that combining companies' inherent variables or capabilities with managerial cognition and perceptions can improve our understanding of decision-making processes and buyer\u2013supplier relationships.<\/jats:p><\/jats:sec>","DOI":"10.1108\/imds-10-2023-0716","type":"journal-article","created":{"date-parts":[[2024,5,27]],"date-time":"2024-05-27T13:07:30Z","timestamp":1716815250000},"page":"2180-2204","source":"Crossref","is-referenced-by-count":0,"title":["The influence of collective emotions in the response to supply chain disruptions: a buyer\u2013supplier empirical approach"],"prefix":"10.1108","volume":"124","author":[{"ORCID":"https:\/\/orcid.org\/0000-0002-7624-6897","authenticated-orcid":false,"given":"Jose","family":"Matas","sequence":"first","affiliation":[]},{"ORCID":"https:\/\/orcid.org\/0000-0002-8485-7065","authenticated-orcid":false,"given":"Francisco Javier","family":"Llorens-Montes","sequence":"additional","affiliation":[]},{"ORCID":"https:\/\/orcid.org\/0000-0001-5320-2018","authenticated-orcid":false,"given":"Nieves","family":"Perez","sequence":"additional","affiliation":[]}],"member":"140","published-online":{"date-parts":[[2024,5,28]]},"reference":[{"issue":"4","key":"key2024061714395351000_ref001","doi-asserted-by":"publisher","first-page":"457","DOI":"10.1108\/IJPDLM-06-2019-0201","article-title":"Management strategies for supply risk dependencies: empirical evidence from the gulf region","volume":"50","year":"2020","journal-title":"International Journal of Physical Distribution and Logistics Management"},{"issue":"2","key":"key2024061714395351000_ref002","doi-asserted-by":"publisher","first-page":"175","DOI":"10.5465\/amr.2016.0474","article-title":"Integrating emotions and affect in theories of management","volume":"42","year":"2017","journal-title":"Academy of Management Review"},{"key":"key2024061714395351000_ref003","doi-asserted-by":"publisher","first-page":"128","DOI":"10.1016\/j.indmarman.2015.05.020","article-title":"Inter-personal and inter-organizational trust in business relationships: an attitude-behavior-outcome model","volume":"52","year":"2016","journal-title":"Industrial Marketing Management"},{"issue":"5","key":"key2024061714395351000_ref004","doi-asserted-by":"publisher","first-page":"617","DOI":"10.1108\/IJCMA-05-2016-0039","article-title":"Organizational crisis: emotions and contradictions in managing internal stakeholders","volume":"28","year":"2017","journal-title":"International Journal of Conflict Management"},{"issue":"6","key":"key2024061714395351000_ref005","doi-asserted-by":"publisher","first-page":"747","DOI":"10.1108\/SCM-08-2019-0304","article-title":"Supply chain involvement in business continuity management: effects on reputational and operational damage containment from supply chain disruptions","volume":"25","year":"2020","journal-title":"Supply Chain Management"},{"issue":"1","key":"key2024061714395351000_ref006","doi-asserted-by":"publisher","first-page":"21","DOI":"10.1146\/annurev-orgpsych-032414-111316","article-title":"Group affect","volume":"2","year":"2015","journal-title":"Annual Review of Organizational Psychology and Organizational Behavior"},{"issue":"4","key":"key2024061714395351000_ref007","doi-asserted-by":"publisher","first-page":"551","DOI":"10.1177\/0001839214538636","article-title":"What's love got to do with it? 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