Ambidextrous supply chain managers in a slow clockspeed industry: evidence from a Brazilian adhesive manufacturer

Abstract

Purpose Conventional wisdom posits that firms in slow clockspeed industries usually favor exploitation over exploration, prioritizing the need to increase efficiency, reduce costs and invest in process improvements. However, what happens when such firms face structural changes in the long run? The authors claim that even firms in slow clockspeed industries should be ambidextrous, that is, they should develop both exploration and exploitation capabilities. Supply chain (SC) managers are key players in enabling organizational ambidexterity. This paper aims to identify the abilities that characterize the ambidextrous SC managers. Design/methodology/approach The authors collected data from an in-depth case study through ethnographic research, non-participant observation and interviews with SC managers at a Brazilian chemical firm embedded in a slow clockspeed network of clients. These longitudinal data were used to demonstrate the process of implementing new projects in an SC department. Findings The authors propose a set of key abilities that enable ambidexterity in SC managers for them to contribute effectively to the SC exploration and exploitation practices: a holistic yet focused view; prior experience in multiple functional areas; technical knowledge; openness towards network connectivity; openness to sharing ideas with other managers; empathy; and entrepreneurial capabilities. Research limitations/implications This paper contributes to the SCM ambidexterity literature by bringing to light the abilities of successful ambidextrous SC managers. The seven abilities identified are discussed. The authors formulate theoretical propositions on how these abilities enable SC managers’ ambidexterity. Practical implications This study provides SC managers with the knowledge of a set of individual abilities they should develop among their SC personnel to offer a more suitable environment in their departments for ambidexterity to take place. In addition, these abilities can be used as screening criteria in personnel selection processes to increase the proportion of ambidextrous employees within the firm. The identified characteristics could also be used as recruitment criteria for managerial positions in SCM. Originality/value This research advances SC literature by studying SC managers through the lens of the organizational ambidexterity literature. Using a combination of case study, non-participant observation and ethnographic research, the authors derive a set of propositions for the characteristics of ambidextrous SC managers.

Sustainable supply chain management towards disruption and organizational ambidexterity: A data driven analysis

“… Aslam et al (2018) ; Eckstein et al (2015) ; Wamba et al (2020) ; Aslam et al (2020) ; Shukor et al (2020) ; Alzoubi & Yanamandra (2020) ; Suresh et al (2020) ; Aslam et al (2018) ; Shqairat & Sundarakani (2018) ; Tuan (2016) ; Liu et al (2015b) . I9 Supply chain ambidexterity SC ambidexterity refers to a manufacturer's efforts to refine/extend its existing resources and to develop new supply chain competencies and yield performance benefits, especially for large manufacturing firms Partanen et al (2020) ; Partanen et al (2020) ; Aslam et al (2020) ; Ojha et al (2018) ; Lee & Rha (2016) ; Princes (2020) ; Pu et al (2018) ; Burin et al (2020) ; Souza-Luz & (2019) ; Güemes-Castorena & Ruiz-Monroy (2020) ; Makhashen et al (2020) ; Shams et al (2020) ; Yalcin et al (2019) ; Goh & Eldridge (2019) ; Im et al (2019) ; Qamar et al (2019) . I10 Supply chain collaboration SC collaboration is a model in which members of the supply chain share risks and resources in order to improve the competitive advantage of the entire supply chain.…”

The microfoundations of organizational ambidexterity: A systematic review of individual ambidexterity through a multilevel framework

“…Probst et al (2011) emphasize that becoming an ambidextrous organization is first and foremost a leadership challenge, and business leaders need to balance current and new activities, combining short-term and long-term thinking, and craft emotionally engaging visions while staying focused on execution. In the specific area of supply chain, Souza-Luz and Gavronski (2020) found that the characteristics of an ambidextrous supply chain manager are a holistic yet focused approach, prior experience in multiple functional areas, technical knowledge, network connectivity, openness for sharing ideas with other managers, empathy skills and entrepreneurial capabilities. From a theoretical point of view, Bledow et al (2009) proposed that ambidextrous leaders are characterized by cognitive as well as behavioral complexity and are able to dynamically adapt their tactics (such as being directive or providing autonomy) to contextual demands.…”

Relational resources for innovation ambidexterity within coopetitive relationships: the contingent role of managerial ambidexterity

“…The underlying argument is that growing supply chain complexities require managers to possess ambidexterity using which they are expected to execute two critical activitiesfor instance, exploration of opportunities on the one hand while simultaneously exploiting the resources to benefit their firms on the other (Aslam et al, 2018;O'Reilly lll and Tushman, 2011). Following the extant literature, we argue that it is necessary to study the application of such managerial ambidexterity due to (1) managerial ambidexterity being considered as a key antecedent to organisational ambidexterity (Raisch and Birkinshaw, 2008;Souza-Luz and Gavronski, 2020) and OM scholars specifically arguing for managerial ambidexterity to be suitable to manage complex supply chain challenges (Aslam et al, 2018;Ojha et al, 2018), ( 2) coopetition being an ambidextrous form of relationship is argued to benefit firms when managerial ambidexterity is employed (Lundgren-Henriksson and Kock, 2016;Seepana et al, 2020) and ( 3) coopetition literature consistently draws parallels between exploration and exploration aspects of ambidexterity and the cooperation and competition aspects of coopetition (Seepana et al, 2020;Makhashen et al, 2020) and suggests that managers' pursuit of simultaneous exploration and exploitation activities is likely to play a crucial role in resource configuration in order to manage the coopetitive activities of their respective firms (Seepana et al, 2020). Despite this growing theoretical support, the practice of how managerial ambidexterity could transform resources into a competitive advantage within ambidextrous relationships is yet to be uncovered.…”

“…Secondly, there is little focus on quantitatively examining the ability of managerial ambidexterity (Raisch and Birkinshaw, 2008), particularly within ambidextrous relationships (Turner et al, 2018;Blome et al, 2013;Souza-Luz and Gavronski, 2020), in influencing the firm's resources for superior performance benefits. OM scholars, in particular, seek to understand the importance of managers in the development of ambidextrous forms of organisations including their supply chains to bring success to firms (Blome et al, 2013;Turner et al, 2018).…”

“…Managers' exploitation activities focus on refining their existing knowledge (Mom et al, 2007(Mom et al, , 2009; these activities lead to improving current knowledge, implementing and expanding existing competencies, IJOPM 42,12 products or processes (March, 1991;Seepana et al, 2020). Managerial ambidexterity is argued to be particularly relevant for coopetition (Seepana et al, 2020) to transform resource and capability combinations (Blome et al, 2013;Turner et al, 2018;Souza-Luz and Gavronski, 2020) into potential performance benefits. Given the significance that extant coopetition and OM literature attributes to managerial ambidexterity in addressing performance-related challenges (Seepana et al, 2020;Turner et al, 2018), the empirical investigation of its effects could help to not only validate the theoretical discourse but could also offer clarity on the extent of its benefits.…”