1. A. B. Sheth, “Pathways to enterprise resilience” (Doctoral dissertation, Purdue University Graduate School and Lyles School of Civil Engineering, 2021). We define “longevity growth” as business development over many decades based on one or more core capabilities that enable it to expand into multiple recent markets in a variety of contexts over time.
2. “Risk intelligence” is defined in various ways. See F. Caldwell, “Risk analysis: applying KM to information risk management”, Vine 38, no. 2 (June 2008): 163-166; D. Evans, “Risk Intelligencein Handbook of Risk Theory: Epistemology, Decision Theory, Ethics, and the Social Implications of Risk, ed. S. Roeser, R. Hillerbrand, P. Sandin et al. (Dordrecht, Netherlands: Springer, 2012), 603-620; S. Mashingaidze, “Risk analysis: how lessons from fairy tales contribute to the implementation of risk management in banks”, Risk Management and Control: Financial Markets and Institutions, 5, no. 4 (October 2015): 19-25; D. Wu and J. Birge, “Risk analysis in the era of big data: A review and introduction to the special issue”, IEEE Transactions on Cybernetics 46, no. 8 (August 2016): 1718-1720; and A. Marshall, U. Ojiako, V. Wang et al., “Forecasting the unknowns by strengthening the risk radar in a risk-intelligent organization”, International Journal of Forecasting 35, no. 2 (April-June 2019): 644-658.
3. J. Liu, T. Tong, and J. Sinfield, “Towards a resilient, complex, adaptive view of business modelsLong Range Planning 54, no. 3 (June 2021): Article 102030.
4. Y. Sheffi, “What Everyone Gets Wrong About the Never-ending COVID-19 Supply Chain Crises,” MIT Sloan Management Review 63, No. 1. 2 (Winter 2022): 7-10.
5. A. Griffiths and M. Winn, “Slack and Sustainability” (presented at the Academy of Management Annual Meeting, Honolulu, Hawaii, August 5-10, 2005).
6. M. K. Linnenluecke, A. Griffiths and M. Winn, “Extreme weather events and the critical importance of anticipated adaptation and organizational resilience in responding to impacts”, Business Strategy and Environment 21, no. 1 (January 2012): 17-32.
7. A. Sheth and A. Kusiak, “Resilience of intelligent manufacturing enterprises through information integration”, Journal of Industrial Information Integration 28 (July 2022): Article 100370.
8. “Decision-making under conditions of profound uncertainty: from theory to practice”, ed. VAWJ Marchau, WE Walker, PJTM Bloemen et al. (Cham, Switzerland: Springer, 2019); and H. Courtney, J. Kirkland and P. Viguerie, “Strategy in conditions of uncertainty“Harvard Business Review 75, no. 6 (November-December 1997): 67-79.
9. M. Shelbourne, “The Pentagon has said it is ready for an extended blockade of the Suez Canal”, USNI News, March 29, 2021, https://news.usni.org.
10. J. Leovy, “The cyberattack cost Maersk as much as $300 million and interrupted operations for 2 weeks“Los Angeles Times, August 17, 2017, www.latimes.com.
11. To identify pairs vital to the risk network, we selected pairs that experts considered to have a 40% or greater risk impact. In practice, however, this value should be selected based on qualitative criteria, such as the location of the company’s and industry’s risk.