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Blodgett 21134 Fan and Scres

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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. Hollnagel E (ed) (2011) Resilience engineering in practice: a guidebook. Ashgate Publishing Ltd, Farnham 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 Iborra M, Safón V, Dolz C (2020) What explains the resilience of SMEs? Ambidexterity capability and strategic consistency. Long Range Plan 53(6):1–15. https://doi.org/10.1016/j.lrp.2019.101947

Chowdhury P, Paul SK, Kaisar S, Moktadir MdA (2021) COVID-19 pandemic related supply chain studies: a systematic review. Transp Res 148:102271. https://doi.org/10.1016/j.tre.2021.102271Hendry LC, Stevenson M, MacBryde J, Ball P, Sayed M, Liu L (2019) Local food supply chain resilience to constitutional change: the Brexit effect. Int J Oper Prod Manag 39(3):429–453. https://doi.org/10.1108/IJOPM-03-2018-0184 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 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.

Ponis, S.T. and Koronis, E. 2012. A Knowledge Management Process-Based Approach to Support Corporate Crisis Management. Knowledge & Process Management. 19 (3), pp. 148-159. https://doi.org/10.1002/kpm.1390 Recent studies have investigated the SCRES from various aspects (Aslam et al. 2020). Organizational ambidexterity (OA) is a new concept that gives original insights into SCRES. It refers to contradictory dualities such as efficiency (exploitation) and flexibility (exploration) (Severgnini et al. 2019). Some researchers indicate that OA becomes a paradigm for an organization facing complexity and uncertainty of the environment (Claudia and Mihaela 2019), required to sustain organizational success in a turbulent environment (O’Reilly and Tushman 2008), or even to ensure long-term survival in uncertain, volatile and rapidly evolving industries (Hansen et al. 2019). However, the understanding of the OA significance in creating SCRES remains limited. The research on this issue is relatively scarce (Aslam et al. 2020). Additionally, prior studies on SCRES are mainly theoretical (Ali et al. 2017) without overall assessment of practices under exploitation and exploration dimensions. Furthermore, only few studies recognize this issue in times of such strong turbulence as the COVID-19 pandemic caused (Ali et al. 2021; Ozdemir et al. 2022).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 O’Reilly CA, Tushman ML (2011) Organizational ambidexterity in action: how managers explore and exploit. Calif Manag Rev 53(4):5–22. https://doi.org/10.1525/cmr.2011.53.4.5 Kassotaki 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 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 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

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 Wieteska G (2019) Supply chain redesign for resilience – the perspective of the consequences of disruption. Res Pap Wroclaw Univ Econ Bus 63(4):122–139. https://doi.org/10.15611/pn.2019.4.10Although 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. Lee SM, Rha JS (2016) Ambidextrous supply chain as a dynamic capability: building a resilient supply chain. Manag Decis 54(1):2–23. https://doi.org/10.1108/MD-12-2014-0674 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. Ponis, S.T., Tatsiopoulos, I.P., Vagenas, G. and Koronis, E. 2007. A process-based Knowledge Management framework supported by ARIS Enterprise Modelling architecture. International Journal of Applied Systemic Studies. 1 (2), pp. 168-187. https://doi.org/10.1504/IJASS.2007.015587 European Economic Forum on 3–4 December 2020, https://forum.lodzkie.pl/en/european-economic-forum-lodzkie2020/,

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