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Blodgett 21134 Fan and Scres

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Rojo Gallego Burin A, Perez-Arostegui MN, Llorens-Montes J (2020) Ambidexterity and IT competence can improve supply chain flexibility? A resource orchestration approach. J Purch Supply Manag 26(2):1–15. https://doi.org/10.1016/j.pursup.2020.100610 Ivanov D, Dolgui A (2020) Viability of intertwined supply networks: extending the supply chain resilience angles towards survivability. A position paper motivated by COVID-19 outbreak. Int J Prod Res 58(10):2904–2915. https://doi.org/10.1080/00207543.2020.1750727 Cottrell T, Nault BR (2004) Product variety and firm survival in the microcomputer software industry. Strateg Manag J 25(10):1005–1025. https://doi.org/10.1002/smj.408 The results of our research study confirm high importance of OA in creating SCRES during and after COVID-19 pandemic. Both exploitation and exploration practices within SCM have created a basis of SCRES strategies developed during COVID-19 pandemic. Furthermore, identified practices evolve in terms of proactive and reactive nature of SCRES strategy. Most of them will become proactive ones, based on exploitation or exploration, after the COVID-19 pandemic. The in-depth analysis of proactive practices revealed SCM trends, that may improve the SCRES under OA in the post-COVID-19 world, namely such as: product assortment rationalization and development, reorientation of SCM strategies, reconfiguration of SC structures, processes and relations, technological transformation of business processes and relationship management. What is the importance of relationships with SC links in the current pandemic crisis? Is your company considering changes in relationships management for the post-pandemic new normal? If so, what are they?

O’Reilly CA, Tushman ML (2013) Organizational ambidexterity: past, present, and future. Acad Manag Perspect 27(4):324–338. https://doi.org/10.5465/amp.2013.0025Hollnagel E, Woods D, Leveson N (eds) (2006) Resilience engineering: concepts and precepts. Ashgate Publishing Ltd, Farnham Although there are several various definitions of SCRES in the SCM literature originating from diverse disciplines, there is an overall multidisciplinary consensus as to the types of SCRES strategies. Most researchers and practitioners agree with their division along two main dimensions: proactive and reactive (Hohenstein et al. 2015; Dabhilkar et al. 2016; Tukamuhabwa et al. 2017; Cheng and Lu 2017). The distinction rests mostly on their role in building SCRES capabilities in different phases: pre-disruption, during disruption or post-disruption, generally taking into account whether they are employed proactively to avoid a threat or reactively to recover from it (Hendry et al. 2019). Ali et al. ( 2017), distinguish five core SCRES capabilities: to anticipate, adapt, response, recover and learn. Hohenstein et al. ( 2015) point out the four SCRES phases: readiness, response, recovery and growth. Wieteska ( 2019) highlights five SCRES abilities to anticipate, respond, recover, learn and improve. Tukamuhabwa et al. ( 2015) emphasize that certain strategies can be either proactive or reactive depending on when and why they are applied and, in addition, they indicate that some SCRES strategies are interrelated and reinforce each other. COVID-19, Supply Chain Resilience and Global Trade, Center for Global Development Webinar on 4 December 2020, https://www.cgdev.org/event/covid-19-supply-chain-resilience-and-global-trade.

The interviews were held between 6 March and 28 June 2020. The expert interviews collected during the research study were transcribed and pre-processed for coding purposes. Appendix 1 includes a dataset containing the respondent's designation along with quotes of statements directly relevant to the focus of the study. Quoted extracts from the interviews were transcribed and coded into unified and numbered SC practices. The structured data were subjected to a deeper analysis. Data analysis Bahar G, Akhtar S (2020) Ambidexterity as a new research paradigm: examining the mediating role of employees goal orientation, exploitation and exploration. Glob Soc Sci Rev 5(2):94–105. https://doi.org/10.31703/gssr.2020(V-II).09 Steinberg G (2020) What do you need to help you build a more resilient supply chain? EY. https://www.ey.com/en_gl/covid-19/what-do-you-need-to-help-you-build-a-more-resilient-supply-chain To answer the research questions 47 practices pursued by companies operating during the COVID-19 outbreak were identified and evaluated in 25 semi-structured online interviews with professionals managing various business processes within international supply chains across different industries. The data analysis enabled to systemize and position selected practices according to the significance of two pillars of OA (exploitation and exploration) and explain its role in building SCRES strategies during and post-COVID-19 outbreak. We argue that ambidextrous activities (exploration and exploitation) are needed to implement reactive and build proactive SCRES strategies. OA enhance SCRES strategies not only during crisis but also in post-pandemic future.Aslam H, Khan AQ, Rashid K, ur Rehman S (2020) Achieving supply chain resilience: the role of supply chain ambidexterity and supply chain agility. J Manuf Technol Manag 31(6):1185–1204. https://doi.org/10.1108/JMTM-07-2019-0263 Three methods of secondary and primary data collection were used. Firstly, the authors conducted literature review to gain deeper insight into empirical data collection and analysis of the concepts of supply chain resilience, organizational ambidexterity and supply chain ambidexterity. The review covered articles selected based on the keyword searches (“supply chain resilience”, “organizational ambidexterity”, “supply chain ambidexterity”) in multiple research databases: Ebsco, Emerald, Science Direct, Web of Science, Scopus and Wiley. Secondly, qualitative research methods were used to identify business practices that have been implemented within SCM. Authors’ participation in open virtual webinars provided the opportunity to learn from SC managers and discuss with them the strategies and practices developed for the improvement of SCRES in times of the COVID-19 pandemic. The following webinars specifically helped to identify business practices:

Kristal MM, Huang X, Roth AV (2010) The effect of an ambidextrous supply chain strategy on combinative competitive capabilities and business performance. J Oper Manag 8(5):415–429. https://doi.org/10.1016/J.JOM.2009.12.002 Leading Voluntary Organisations: an investigation of patterns, narratives and the value of authenticityTurner N, Kutsch E (2016) Understanding resilience in organizational operations-an ambidexterity perspective. Acad Manag Proc 2016(1):11836 Yan M, Yu Y, Dong X (2016) Contributive roles of multilevel organizational learning for the evolution of organizational ambidexterity. Inf Technol People 29(3):647–667. https://doi.org/10.1108/ITP-04-2015-0079

Cheng JH, Lu KL (2017) Enhancing effects of supply chain resilience: insights from trajectory and resource-based perspectives. Supply Chain Manag: Int J. 22(4):329–340 A pandemic may significantly reduce the level of globalization. Companies will look for suppliers from other markets, so the importance of local suppliers may increase. Purchasing strategies may change, as may the rules of contract. Pires Ribeiro J, Barbosa-Povoa A (2018) Supply chain resilience: definitions and quantitative modelling approaches—a literature review. Comput Ind Eng 115:109–122. https://doi.org/10.1016/j.cie.2017.11.006 Aoki K, Wilhelm M (2017) The role of ambidexterity in managing buyer-supplier relationships: the Toyota case. Organ Sci 28(6):1080–1097. https://doi.org/10.1287/orsc.2017.1156Frederico GF (2021) Towards a supply chain 4.0 on the post-COVID-19 pandemic: a conceptual and strategic discussion for more resilient supply chains. Rajagiri Manag J. https://doi.org/10.1108/RAMJ-08-2020-0047 ( in press) How to develop synergies between exploitation and exploration practices in the light of the OA concept to enhance SCRES? Koronis, E. and Ponis, S. 2012. Introducing Corporate Reputation Continuity to Support Organizational Resilience Against Crises. Journal of Applied Business Research. 28 (2). https://doi.org//10.19030/jabr.v28i2.6850 Xiao R, Yu T, Gong X (2012) Modeling and simulation of ant colony’s labor division with constraints for task allocation of resilient supply chains. Int J Artif Intell Tools 21(3):1240014. https://doi.org/10.1142/S0218213012400143 March JG (1991) Exploration and exploitation in organizational learning. Organ Sci 2(1):71–87. https://doi.org/10.1287/orsc.2.1.71

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