臺大管理論叢 NTU Management Review VOL.29 NO.1

Post-Disaster Grain Supply Chain Management with Supplier Hoarding and Regime Intervention 30 behavior of suppliers will naturally occur. Thus, we consider this phenomenon could exist in the grain supply chain recovery. Nevertheless, we cannot find related literature aimed to explore the aforementioned issue. In general, a solution to alleviating supplier hoarding intentions which induce disruptions to supply chain recovery by regime intervention remains unsolved. The existing literature investigated disrupted supply chains after a disaster. We furthered the study by bridging research issues from behavioral operations management to disrupted supply chain management. This study defines hoarding as a supplier behavioral phenomenon after disasters that resulted from risk-aversion/speculation behavior, often seen in practical cases. From a self-earnings prospect viewpoint, a grain supplier may have hoarding intentions to avoid panic and increase bargaining power for earning abnormal revenue post-disaster (Peck and Gray, 1980; Cropanzano, Goldman, and Folger, 2005; Bakshi and Kleindorfer, 2009; Shim, Serido, and Tang, 2012). Therefore, supplier hoarding intention might slow down recovery of a disruption supply chain due to a delay in the order from the downstream chain members. 3. The Research Model This study proposes a useful research model to investigate supplier behavior post- disaster. Use of empirical analysis to these hypotheses confirms a link between supplier hoarding intention to its antecedents. In this model, a supplier is defined as the upstream grains provider post-disaster. We propose this model based on the theory of reasoned action (TRA) (Fishbein and Ajzen, 1975), supported by self-interest orientation (Bandura, 1977, 1986), inter-firm relationship management (Cropanzano et al., 2005), and social cognitive theory (Pfeffer and Salancik, 1978; Cao and Zhang, 2011). Figure 1 presents a research model which identified the original links from supplier hoarding intention to its four leading antecedents as follows: supplier belief in future earnings, supplier attitude towards weakened operational disruption shock-wave after a disaster, perceived relationship quality with its main partner, and regime intervention. We link these four antecedents and supplier hoarding intention in this model by the following logic and rationales. In consideration to the resilience stage post-disaster, we defined hoarding as a supplier’s intention to hoard goods and delay the sale to its consumer. Reviewing some literature from applied psychology, such as those about self- earnings orientation, we put forth the idea that supplier belief that more revenue will be