Linganisha mbinu

	Kipimo cha Ujumuishaji wa Mnyororo wa Ugavi	Kiwango cha Ustahimilivu cha Shirika
Nyanja	Usimamizi wa Kimkakati	Usimamizi wa Kimkakati
Familia	Process / pipeline	Process / pipeline
Mwaka wa asili	2010	2007
Mwanzilishi	Flynn, Huo, and Zhao	Karl Weick, Kathleen Sutcliffe, and subsequent organizational scholars
Aina	Organizational self-report questionnaire	Organizational self-report questionnaire
Chanzo asilia	Flynn, B. B., Huo, B., & Zhao, X. (2010). The impact of supply chain integration on performance: A contingency and configuration approach. Journal of Operations Management, 28(1), 58–71.	Weick, K. E., & Sutcliffe, K. M. (2007). Managing the unexpected: Resilient performance in an age of uncertainty. Jossey-Bass.
Majina mbadala	SCI Scale, Supply Chain Collaboration Scale	Resilience Scale, Organizational Adaptability Scale, Crisis Preparedness Scale
Zinazohusiana	5	5
Muhtasari	Supply Chain Integration (SCI) refers to an organization's capacity to seamlessly coordinate and align processes, information, and incentives across internal functions and with external suppliers and customers. Flynn et al. (2010) operationalized SCI into three complementary dimensions in the Journal of Operations Management: internal integration (coordination across departments), supplier integration (collaboration with upstream partners), and customer integration (collaboration with downstream partners). Organizations with high SCI reduce costs through process alignment, improve quality through shared information, and accelerate time-to-market through coordinated innovation. This scale has become foundational in supply chain management research and practice.	Organizational Resilience refers to an organization's capacity to anticipate disruptions, withstand shocks, and adapt effectively to changing circumstances while maintaining core identity and functionality. Weick and Sutcliffe (2007) argue that resilience is not primarily about avoiding disruption but about developing capability to sense threats early, respond rapidly, and learn from shocks. The COVID-19 pandemic exposed organizational resilience gaps: firms with diversified supply chains, flexible workforce arrangements, and adaptive cultures recovered faster than those with fragile, optimized-for-efficiency structures. This scale measures organizational resilience across three dimensions: readiness (preparation for uncertainty), response capability (speed and agility in crisis), and adaptive learning (capturing and applying lessons).