Blodgett 21134 Fan and Scres

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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/10.2307/2667019 Claudia O, Mihaela H (2019) Ambidexterity—a new paradigm for organizations facing complexity. Stud Bus Econ 14(3):145–159. https://doi.org/10.2478/sbe-2019-0050 Hollnagel E, Woods D, Leveson N (eds) (2006) Resilience engineering: concepts and precepts. Ashgate Publishing Ltd, Farnham 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.

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.2021.102271 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 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.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: In addition to launching their online activities, companies should also think about preparing their employees properly. Investing in the development of employees' digital skills is essential, as working from home could become a daily reality for many professions even after the end of the pandemic. Carvalho H, Barroso A, Machado VH, Azevedo S, Cruz-Machado V (2012) Supply chain redesign for resilience using simulation. Comput Ind Eng 62:329–341. https://doi.org/10.1016/j.cie.2011.10.003 Ivanov D (2020a) Predicting the impacts of epidemic outbreaks on global supply chains: a simulation-based analysis on the coronavirus outbreak (COVID-19/SARS-CoV-2) case. Transp Res 136:101922. https://doi.org/10.1016/j.tre.2020.101922

Reactive SCRES strategy based on exploration The essence of this strategy is taking corrective actions in response to disruptions, based on solutions that go beyond the resources of the SC. Most pre-pandemic practices that were “reactive exploration” have evolved towards proactive solutions. 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/su12062337Companies that invest in new technologies benefit in the event of disruption. They are able to make an efficient analysis of how a particular phenomenon may affect their supply chain in the near term. When companies have knowledge of where the disruption will come from and which products will be affected, they have time to immediately implement avoidance and mitigation strategies by, for example, buying or controlling inventory allocation. What is the impact of the COVID-19 pandemic on your corporate strategy and business model? Is your company considering any changes to them in the post-pandemic period? If so, what changes do you envisage? 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 This study advances SCRES literature in important ways. First, it adds OA perspective to discussion on creating resilient SC. The OA perspective in supply chain management (SCM) literature was under researched (Aslam et al. 2020). This study outline the significance of OA in creating SCRES during and after the COVID-19 pandemic by analysing set of practices. Explanation of OA role in SCRES building is important contribution to theoretical and practical discussion on preventing disruptions within supply chains. Next, this study explores SCRES strategies during crisis. Yet, only few studies consider SCRES strategies under crisis caused by COVID-19 pandemic (Ali et al. 2021; Ozdemir et al. 2022) that is a challenge different than before. The COVID-19 pandemic forced researchers and professionals to reconsider supply chain management (Ozdemir et al. 2022). This study contributes to the literature by giving insight into SCRES strategies and practices that were implemented during COVID-19 pandemic. Finally, this study implements dynamic analysis. It explains the evolution of SCRES strategies and practices during and post-crisis. It expands SCM knowledge by giving imperatives for managing future supply chains in the post-COVID-19 times. 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