Growing environmental turbulence and increasingly complex supply chain networks have resulted in greater supply chain disruptions. Firm supply chain risk management performance varies due to differences in recognition of the need for and ability to cultivate supply chain risk management capabilities. This study helps to identify which capabilities have the greatest effect in supply chain risk management and firm performance as well as describes how to achieve them. A meta-analysis of empirical supply chain risk management studies reveals the confounding state of the field and points toward future work which can provide consensus and progress. A multiple case study describes organizational learning from supply chain disruption and identifies a new construct of bracketing necessary to deviate from firm risk dominant logic and respond to changes in the environment.