Blodgett 21134 Fan and Scres

Product Information

We received information from suppliers about difficulties caused by staffing in their companies. They asked us to combine deliveries and warned of extended lead times. We have also definitely minimized overseas deliveries.

Wei Z, Yi Y, Guo H (2014) Organizational learning ambidexterity, strategic flexibility, and new product development. J Prod Innov Manag 31(4):832–847. https://doi.org/10.1111/jpim.12126 Turner N, Kutsch E (2016) Understanding resilience in organizational operations-an ambidexterity perspective. Acad Manag Proc 2016(1):11836 Baum JA, Li SX, Usher JM (2000) Making the next move: how experiential and vicarious learning shape the locations of chains’ acquisitions. Adm Sci Q 45(4):766–801. https://doi.org/10.2307/2667019Brusset X, Teller C (2017) Supply chain capabilities, risks, and resilience. Int J Prod Econ 184:59–68. https://doi.org/10.1016/j.ijpe.2016.09.008 Ali A, Mahfouz A, Arisha A (2017) Analysing supply chain resilience: integrating the constructs in a concept mapping framework via a systematic literature review. Supply Chain Manag Int J 22(1):16–39. https://doi.org/10.1108/SCM-06-2016-0197 Tushman ML, O’Reilly CA (1996) Ambidextrous organizations: managing evolutionary and revolutionary change. Calif Manag Rev 38(4):8–29. https://doi.org/10.2307/41165852 Partanen J, Kohtamäki M, Patel PC, Parida V (2020) Supply chain ambidexterity and manufacturing SME performance: the moderating roles of network capability and strategic information flow. Int J Prod Econ 221:1–12. https://doi.org/10.1016/j.ijpe.2019.08.005

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 Recognizing the likelihood of unexpected implications allowed purchasing, production and sales priorities to be set correctly. Rojo A, Llorens-Montes J, Perez-Arostegui MN (2016) The impact of ambidexterity on supply chain flexibility fit. Supply Chain Manag 21(4):433–452. https://doi.org/10.1108/SCM-08-2015-0328

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 Shih W (2020) Is it time to rethink globalized supply chains? MIT sloan management review. https://sloanreview.mit.edu/article/is-it-time-to-rethink-globalized-supply-chains 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

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_19Farooq MU, Hussain A, Masood T, Habib MS (2021) Supply chain operations management in pandemics: a state-of-the-art review inspired by COVID-19. Sustainability 13:2504. https://doi.org/10.3390/su13052504 March JG (1991) Exploration and exploitation in organizational learning. Organ Sci 2(1):71–87. https://doi.org/10.1287/orsc.2.1.71

Minatogawa V, Franco M, Durán O, Quadros R, Holgado M, Batocchio A (2020) Carving out new business models in a small company through contextual ambidexterity: the case of a sustainable company. Sustainability 12(6):1–34. https://doi.org/10.3390/su12062337 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 analysisKassotaki O, Paroutis S, Morrell K (2019) Ambidexterity penetration across multiple organizational levels in an aerospace and defense organization. Long Range Plan 52(3):366–385. https://doi.org/10.1016/j.lrp.2018.06.002 Eriksson PE (2013) Exploration and exploitation in project-based organizations: development and diffusion of knowledge at different organizational levels in construction companies. Int J Project Manag 31(3):333–341. https://doi.org/10.1016/j.ijproman.2012.07.005 Furthermore, the authors carried out 25 semi-structured online interviews (app. 60 min each) with professionals managing various business processes within international supply chains across different industries. Main questions asked during the interview were the following: 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. Tukamuhabwa B, Stevenson M, Busby J, Zorzini Bell M (2015) Supply chain resilience: definition, review and theoretical foundations for further study. Int J Prod Res 53:1–32. https://doi.org/10.1080/00207543.2015.1037934