Cyber risk management strategies and integration: toward supply chain cyber resilience and robustness

Purpose Despite the proliferation of cyberthreats upon the supply chain (SC) at large, knowledge on SC cybersecurity is scarce and predominantly conceptual or descriptive. Addressing this gap, this research examines the effect of SC cyber risk management strategies on integration decisions for cybersecurity (with suppliers, customers, and internally) to enhance the SC’s cyber resilience and robustness. Design/methodology/approach A research model grounded in the supply chain risk management (SCRM) literature, with roots in the Dynamic Capabilities View and the Relational View, was developed. Survey responses of 388 SC managers at US manufacturers were obtained to test the model. Findings An impact of SC cyber risk management strategies on internal cyber integration was detected, which in turn impacted external cyber integration with both suppliers and customers. Further, a positive effect of internal and customer cyber integration on both cyber resilience and robustness was found, while cyber integration with suppliers impacted neither. Practical implications Industry practitioners may adapt certain risk management and integration strategies to enhance the cybersecurity posture of their SCs. Originality/value This research bridges between the established domain of SCRM and the emergent field of SC cybersecurity by forming and testing novel relationships between SCRM-rooted constructs tailored to an SC cyber risks context.