Blodgett 21134 Fan and Scres

Product Information

The drastic change in market conditions has forced us to temporarily reduce the salaries of our employees and management. At the same time, we looked for other ways to reduce operating costs. Production losses, which were previously acceptable, were reduced by rationalizing the product range. Ponis, S.T., Vagenas, G. and Koronis, E. 2010. Exploring the Knowledge Management Landscape: A Critical Review of Existing Knowledge Management Frameworks. in: Khosrow-Pour, M. (ed.) Information Resources Management: Concepts, Methodologies, Tools and Applications IGI Global. pp. 44-68 Erol O, Sauser BJ, Mansouri M (2010) A framework for investigation into extended enterprise resilience. Enterpr Inf Syst 4(2):111–136. https://doi.org/10.1080/17517570903474304 Amah E, Onwughalu OO (2017) Ambidexterity and organizational resilience of telecommunication firms in Port Harcourt, Rivers State. Arch Bus Res 5(11):27–34. https://doi.org/10.14738/abr.511.3821 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:

Raisch S, Birkinshaw J, Probst G, Tushman ML (2009) Organizational ambidexterity: balancing exploitation and exploration for sustained performance. Organ Sci 20(4):685–695. https://doi.org/10.1287/orsc.1090.0428 Exploring the Knowledge Management Landscape: A Critical Review of Existing Knowledge Management Frameworks 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 Dabhilkar M, Birkie SE, Kaulio M (2016) Supply side resilience capability as practice bundles: a critical incident study. Int J Oper Prod Manag 36(8):948–970. https://doi.org/10.1108/IJOPM-12-2014-0614

We base our production largely on ethanol and isopropyl alcohol. At the very beginning of the pandemic, this raw material almost disappeared from the market. The situation was improved by the start of production by the state-owned companies. Ponis, S. and Koronis, E. 2017. Disaster Supply Chain Management: Responsive Inter-organizational Networks Under Pressure. International Journal of Supply Chain Management. 6 (1), pp. 9-16. Rosing K, Zacher H (2017) Individual ambidexterity: the duality of exploration and exploitation and its relationship with innovative performance. Eur J Work Organ Psychol 26(5):694–709. https://doi.org/10.1080/1359432X.2016.1238358 Simsek Z (2009) Organizational ambidexterity: towards a multilevel understanding. J Manag Stud 46(4):597–624. https://doi.org/10.1111/j.1467-6486.2009.00828.x Kamalahmadi M, Parast MM (2016) A review of the literature on the principles of enterprise and supply chain resilience: major findings and directions for future research. Int J Prod Econ 171:116–133. https://doi.org/10.1016/j.ijpe.2015.10.023

Hong PK, Kochar A (2020) Building resilient supply chains post-COVID-19. Retrieved September 5, 2020, from https://www.scmr.com/article/building_resilient_supply_chains_post_covid_19 Martin A, Keller A, Fortwengel J (2019) Introducing conflict as the microfoundation of organizational ambidexterity. Strateg Organ 17(1):38–61. https://doi.org/10.1177/1476127017740262 Turner T, Kutsch E, Maylor H, Swart J (2018) Towards an understanding of ‘dynamic ambidexterity’ in supporting managerial resilience. In: Proceedings OLKC conference, pp 1–21 Barnes SJ (2020) Information management research and practice in the post-COVID-19 world. Int J Inf Manag 55:102175. https://doi.org/10.1016/j.ijinfomgt.2020.102175 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.2017.11.006European Economic Forum on 3–4 December 2020, https://forum.lodzkie.pl/en/european-economic-forum-lodzkie2020/, 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. Severgnini E, Takahashi ARW, Abib G (2019) Risk and organizational ambidexterity: a meta-synthesis of a case study and a framework. Braz Bus Rev 16(5):470–499. https://doi.org/10.15728/bbr.2019.16.5.4

OA can be implemented in a variety of ways. Most common approaches are: sequential ambidexterity, structural ambidexterity and contextual ambidexterity (O’Reilly and Tushman 2013; Ossenbrink et al. 2019). Sequential and structural approaches try to overcome generic conflict between exploration and exploitation through separation of those activities. In former approach, it is temporal separation and in latter approach structural separation (Tushman and O’Reilly 1996; Birkinshaw and Gibson 2004). In contextual approach, employees make choices between alignment-oriented and adaptation-oriented activities in their day-to-day work. That is some kind of temporal separation of activities, but emerging on individual level (Birkinshaw and Gibson 2004). Different studies proved that organizations apply in distinct configurations discussed approaches to ambidexterity (Fourné et al. 2019; O’Reilly and Tushman 2013). However, regardless of the approach, OA means implementing both exploration and exploitation practices. Turner N, Kutsch E (2016) Understanding resilience in organizational operations-an ambidexterity perspective. Acad Manag Proc 2016(1):11836 Madhok A (2021) Globalization, de-globalization, and re-globalization: some historical context and the impact of the COVID pandemic. BRQ Bus Res Q 24(3):199–203. https://doi.org/10.1177/23409444211008904 Derbyshire J (2014) The impact of ambidexterity on enterprise performance: evidence from 15 countries and 14 sectors. Technovation 34(10):574–581. https://doi.org/10.1016/j.technovation.2014.05.010Leading Voluntary Organisations: an investigation of patterns, narratives and the value of authenticity

Koronis, E. 2010. Managing the Risk of Knowledge Transfer in Outsourcing Organizations. in: Ponis, S. (ed.) Managing Risk in Virtual Enterprise Networks: Implementing Supply Chain Principles Business Science Reference. pp. 238-261 Proactive SCRES strategy based on exploitation This strategy includes practices aimed at systematic strengthening of the SCRES, based on the exploitation of available resources. They are typical of the earlier indicated SCRES readiness and growth phases. Organizations need to adopt a proactive approach to ensure resilience needed to absorb and avoid potential disruptions by not only returning to the original state through adaptation, but by surpassing it through developing specific elements to boost performance. 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.2017.1156 Koronis, E. 2008. Narratives of organizational crises in the mass media: the VIOXX case. Journal of Strategy and Business Studies. 10 (1), pp. 12-27. 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.2009.12.002March JG (1991) Exploration and exploitation in organizational learning. Organ Sci 2(1):71–87. https://doi.org/10.1287/orsc.2.1.71 Clauss T, Kraus S, Kallinger FL, Bican PM, Brem A, Kailer N (2020) Organizational ambidexterity and competitive advantage: the role of strategic agility in the exploration-exploitation paradox. J Innov Knowl. https://doi.org/10.1016/j.jik.2020.07.003 ( in press) 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.2013.0025