PurposeThis paper explores the steps/countermeasures taken by buying and distributing firms to address supply chain disruptions caused by COVID-19.Design/methodology/approachThis study employs a multiple case study methodology and conducts 36 semi-structured interviews with senior managers of nine different firms producing, procuring or distributing products from China and other highly impacted South Asian regions (Pakistan, Sri Lanka, India).FindingsResults reveal that buying firms are moving to agile production, focusing on tier-1 supplier risk, enhancing inbound material visibility and temporarily closing production facilities to respond to the challenges posed by COVID-19. Furthermore, distribution centres are modifying their inventory policies, evaluating alternative outbound routes and sources of supply to manage disruptions caused to their business operations amid COVID-19 outbreak.Practical implicationsSupply chain firms can use the countermeasures provided in this study to mitigate the impact of COVID-19 and make the best out of this pandemic.Originality/valueThis study contributes to the supply chain literature by exploring the countermeasures taken by firms to mitigate the impact of COVID-19. In particular, this study explores such countermeasures from the perspective of two different entities (buyers and distributors) along the supply chain. Firms can use the countermeasures highlighted in this study to mitigate the impact of COVID-19 on the supply chain.

Purpose The purpose of this paper is to explore the antecedents of top-down knowledge hiding in buying and supplying firms. Design/methodology/approach This study uses a multiple case study methodology by considering four UAE-based firms and further employing 20 semi-structured interviews with managers of buying and supplying firms having a local and foreign nationality. Findings Based on the qualitative interviews, senior managers were found to be intentionally hiding knowledge from their managers based on five individual, three interpersonal and two firm-level reasons. Research limitations/implications This study has some limitations. First, the results of this study are not generalizable to a broader population. Second, this study explores behavioural patterns with respect to United Arab Emirates culture only. Practical implications Firms can use the findings of this study to understand what really motivates senior managers to intentionally hide knowledge from their subordinates. Also, this study provides some constructive guidelines to firms/senior management, which can discourage the culture of knowledge hiding in firms. Originality/value This study contributes to knowledge management literature by revealing multi-level and multi-faceted antecedents of top-down knowledge hiding in buying and supplying firms in the supply chain context.

PurposeThe purpose of this paper is to explore how firms can mitigate knowledge hiding behavior among their managers.Design/methodology/approachThis study employs a multiple case study methodology by studying nine UAE based firms. Furthermore, 26 semi-structured interviews with senior managers are undertaken.FindingsBased on the qualitative interviews and comprehensive data analysis, results unveil six strategies that firms can opt for in order to mitigate knowledge hiding behavior among managers (reducing chain of command, developing informal interaction among managers, introducing and implementing incentive policy, initiating easy performance appraisal, encouraging higher interdependency among managers and introducing open space work stations).Research limitations/implicationsThis study has some limitations. First, the results of this study are not generalizable to a broader population. Second, this study explores behavioral patterns with respect to United Arab Emirates culture only. Second, the results presented in this study should be tested.Practical implicationsFirms can use the findings from this study to understand strategies that can help them to mitigate the knowledge hiding behavior of managers.Originality/valueThis study contributes to knowledge hiding literature by revealing strategies, which discourages knowledge hiding behavior in firms.

PurposeThe purpose of this paper is to explore the disruptions caused to supply chains by COIVD-19 as well as steps/countermeasures taken by firms to address such disruptions.Design/methodology/approachThis study employs 46 semi-structured interviews with senior managers of the three buying firms, four distribution centers and four supplying firms based in four countries (Pakistan, Sri Lanka, China and India).FindingsResults unveil that manufacturing firms are facing limited production and delays in procuring goods and services, while distribution centres are facing inventory shortages. Furthermore, supplying firms are facing increased lead times amid the COVID-19 outbreak. In addition, each affected entity has employed specific strategies to address these disruptions. For instance, manufacturing firms are refining their production schedules based on the inventory, getting better visibility to their suppliers’ performance and developing new inbound routes to meet the production challenges. They are also assessing the tier-1 supplier’s risk and activating the relationship with secondary suppliers to address the procurement issues. Second, distributors are modifying inventory policies to meet the inventory shortage. Finally, supplying firms are developing alternative outbound logistics to meet the growing demand.Research limitations/implicationsThere are some limitations to this study. First, the results of this study cannot be generalized to a wider population. Second, this study explores the interpretations of senior managers based in four Asian countries only.Originality/valueOur study contributes to the supply chain literature by exploring the disruptions caused by COVID-19 to the supply chain operations. It also contributes to theory and practice by articulating the strategies adopted by firms to address such disruptions. Firms can use the steps highlighted in this study to mitigate the impact of COVID-19 on the supply chain disruptions.

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