Vanesa Balicevac Al Ismail, İsmail Gölgeci̇, Shaligram Pokharel, Arsalan Safari, Mahour Parast
Supply chain resilience (SCR) is a critical yet bespoke capability. It depends on contextual factors and organizational practices. Grounded in structural contingency theory, this study examines how SMEs and large enterprises respond to supply chain disruptions, focusing on differences and similarities in their resilience mechanisms. Using an inductive, processual qualitative approach, we conducted 22 in-depth interviews in 15 Qatari firms nationwide, across diverse industries, complemented by a focus group, observations, and secondary sources. Findings show that SMEs and large firms follow different response paths to disruptions triggered by external shocks and geopolitical tensions. While both adopt shared strategies to strengthen resilience, differences in structure and capabilities drive divergence. We also identify distinctive processes that help firms manage cascading effects from multiple disruptions. Situated in Qatar’s unique geopolitical context, the study informs tailoring SCR strategies by firm size and emphasizes adopting processual, context-sensitive approaches in an increasingly volatile global environment.