Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Articles Article Faculty Publications -Articles Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Linking supply chain resilience with knowledge management for achieving supply chain performance Subject The topic of the resource Dynamic capability theory; Knowledge management; MSMEs; SC performance; SC resilience; Strategies Description An account of the resource Purpose: Supply chain (SC) and knowledge management (KM) have been studied; still, there is a need to understand how KM can be used for SC resilience and improving the firms performance. The purpose of the paper is to study and analyze SC resilience strategies based on KM processes to enhance SC performance considering six SC strategies: SC reengineering, collaboration, SC innovation, SC integration, SC agility and SC risk management. Design/methodology/approach: By adopting the dynamic capability theory, the empirical research is conducted on a sample of 312 Indian micro, small to medium enterprises. To evaluate 312 samples, the structural equation modeling approach is adopted. Findings: The study found a is a positive relationship between SC reengineering, SC collaboration, SC integration, SC agility, SC risk management and KM. Nevertheless, the relationship between SC innovation and KM is not significant. This study also found the mediating effect of KM on SC performance, and the results shows that SC reengineering, SC collaboration, SC agility and SC risk management are having complementary mediation, while SC innovation and SC integration did not show any mediation. Originality/value: This is the only research that integrates resilience strategies and KM for improving SC performance. Using KM, SC reengineering will improve SC performance by enhancing readiness and recovery strategies to avoid SC disruption. KM will improve SC collaboration. It will enhance the SC process overall visibility, transparency and so on. Agility leads to increased speed, visibility and flexibility, which aids in dealing with uncertainty in the environment. SCRM entails investments and additional resources (such as equipment and labor) to navigate uncertainty and risks in the SC and improve SC performance. 2023, Emerald Publishing Limited. Creator An entity primarily responsible for making the resource Mukherjee S.; Nagariya R.; Mathiyazhagan K.; Scuotto V. Source A related resource from which the described resource is derived Journal of Knowledge Management, Vol-28, No. 4, pp. 971-993. Publisher An entity responsible for making the resource available Emerald Publishing Date A point or period of time associated with an event in the lifecycle of the resource 2024-01-01 Identifier An unambiguous reference to the resource within a given context <a href="https://doi.org/10.1108/JKM-12-2022-0985" target="_blank" rel="noreferrer noopener">https://doi.org/10.1108/JKM-12-2022-0985</a> <br /><br /><a href="https://www.scopus.com/inward/record.uri?eid=2-s2.0-85168536913&amp;doi=10.1108%2FJKM-12-2022-0985&amp;partnerID=40&amp;md5=16f6ec7a9031271a21bf375e3a1479d8" target="_blank" rel="noreferrer noopener">https://www.scopus.com/inward/record.uri?eid=2-s2.0-85168536913&amp;doi=10.1108%2fJKM-12-2022-0985&amp;partnerID=40&amp;md5=16f6ec7a9031271a21bf375e3a1479d8</a> Rights Information about rights held in and over the resource Restricted Access Relation A related resource ISSN: 13673270 Format The file format, physical medium, or dimensions of the resource Online Language A language of the resource English Type The nature or genre of the resource Article Coverage The spatial or temporal topic of the resource, the spatial applicability of the resource, or the jurisdiction under which the resource is relevant Mukherjee S., Department of Operations, GITAM School of Business, GITAM (Deemed to be University), Visakhapatnam, India; Nagariya R., School of Business and Management, CHRIST (Deemed to be University), Bangalore, India; Mathiyazhagan K., Thiagarajar School of Management, Madurai, India; Scuotto V., Pole Universitaire Leonard de Vinci, Paris, France and Department of Economia, University of Naples Federico II, Naples, Italy