From a socio-ecological systems perspective, resilience is dynamic, multi-dimensional and multi-scale. This study provides evidence of the relationship between different types of resilience (psychological, employee and organizational resilience) affecting the recovery of tourism organizations after the Canterbury earthquakes in 2010/2011. A survey of tourism business owners and employees (managers) was undertaken five years after the February 2011 earthquakes. Results show significant and positive relationships between psychological and employee resilience. Further, employee resilience contributes to both life satisfaction of tourism business operators and organizational resilience. Life satisfaction of business owners and managers contributes to organizational resilience. Implications for the well-being of tourism business owners and managers, and ways of strengthening both psychological and organizational resilience are suggested.

Purpose: The purpose of this paper is to test the moderated-mediated model using a dataset drawn from 204 manufacturing firms in Australia, and Hayes' PROCESS macro software was used for analyzing the research model.Design/methodology/approach: This study examines how firms can leverage the strategic value of their key supplier for improving their product performance by developing strategic collaborations with the key supplier as a mediating factor. Furthermore, it also seeks to understand the role that commitment plays in strategic relationships by testing how the mediating role of strategic collaboration is moderated by the level of buyer-suppliers relational capital.Findings: The findings show that strategic collaborations mediate the relationship between the strategic value of key supplier and buyer's product performance, and the mediating effect is moderated by the relational capital between the buyer and the key supplier in such a way that the stronger the relational capital the stronger the indirect effect of strategic value of key supplier on buyer's product performance.Practical implications: The findings show that firms could derive significant benefits from the strategic value of their key supplier in improving their product performance. However, the benefits can only be realized if firms can build successful strategic collaborations in the first place. At the same time, this study also demonstrates the importance of relational capital in terms of commitment and trust with the key supplier that influences the effectiveness of strategic collaborations in realizing the outcome of the collaborations.Originality/value: This study addresses the gap in the literature by disentangling the complex relationship between a key supplier's strategic value and a buyer's product performance and the role that both collaboration and relational capital play in this relationship. By integrating strategic collaborations and relational capital of buyer-supplier relationships, this study not only confirms the links by testing key supplier's strategic value, strategic collaboration and product performance, but also extends the previous studies by incorporating the moderating role of relational capital as a contingent factor.

Purpose: Buyer’s dependence on its key supplier for critical resources and capabilities is generally considered as creating a disadvantageous position for the buyer and undermining its business performance. This study aims to invoke arguments from resource dependence theory (RDT) to examine if this adverse effect of buyer’s dependence is moderated by the buyer’s absorptive capacity and a long-term relationship with the key supplier. Design/methodology/approach: Using a data set drawn from 204 manufacturing firms in Australia, this study tested the proposed model using hierarchical moderated regression analysis. Findings: The finding shows that buyer’s dependence on its key supplier by itself has no significant effect on the buyer’s business performance. However, the link between buyer’s dependence on its key supplier and performance is positively moderated by the level of the buyer’s absorptive capacity, as well as by the joint effect of buyer’s absorptive capacity and a long-term relationship with the key supplier. Practical implications: As buyer’s dependence is often difficult to avoid, the finding of this study is instructive in showing managers how to strategically mitigate the effect of their firm’s dependence on a key supplier; indeed, turn it into a positive outcome. Originality/value: This is the first study, which integrates the internal and external resources in mitigating the effect of buyer’s dependence on the supplier.

This study compares the effects of substantive implementation and symbolic implementation of the ISO 14001 standard on benefits realised for firms and their satisfaction with the certification. Specifically, we examine whether top management commitment is a precursor to both modes of implementation styles. Also, we compare firms’ benefits – environmental, economic and marketing – emanating from these two modes of implementation and whether they affect the satisfaction levels of firms with ISO 14001 certification. We test the research framework of this study using a dataset that was drawn from 328 firms in Australia and New Zealand. Our findings showed that top management commitment plays an important role as a driver for both symbolic and substantive forms of ISO 14001 implementation. Substantive implementation has wider and stronger effects on the benefits of ISO 14001 adoption than symbolic implementation. Finally, both economic and marketing benefits have a positive effect on the level of satisfaction while environmental benefit, surprisingly, does not.