Building supply chain resilience through ambidexterity: an information processing perspective

Abstract

This paper makes an initial attempt to develop a theory of supply chain resilience through ambidexterity in the context of the COVID-19 pandemic. We conducted a single-case analysis focusing on Zong-Teng Group, one of the biggest cross-border e-commerce enterprises in China, as our sample. Data were mainly collected from interviews with Zong-Teng managers and public online resources. Through case analysis, this paper identifies that a fit between the information processing requirements of a firm and its information processing capability leads to greater ambidexterity for exploitation and exploration, which in turn improves supply chain resilience (SCR) in the form of agility, redundancy and flexibility. In addition, ambidexterity in terms of morality improves SCR culture. This paper may be the first to adopt information processing theory to examine SCR and consider the role of ambidexterity, noting that crises such as COVID-19 impose an exponential increase in information processing requirements, to which many firms fail to respond effectively.

Role of project management on Sustainable Supply Chain development through Industry 4.0 technologies and Circular Economy during the COVID-19 pandemic: A multiple case study of Thai metals industry

“…Under a volatile task environment, organizations need to not only accept changes but also adapt their internal operations for business survival enhancement (Osborn and Hunt 1974 ). In this manner, the COVID-19 pandemic has negative effects on companies’ operations, creating challenges in terms of the task environment in which companies operate (Wang et al 2021 ). Risks within the supply chain, e.g., supply risks and demand risks, have increased significantly under the COVID-19 disruption (Sharma et al 2020 ).…”

“…Business operations can be greatly disrupted, and actions to minimize the impacts of the pandemic are required to ensure business sustainability (Mont et al 2021 ). The pandemic has also become a supply chain risk (Sharma et al 2020 ) and poses difficulties for companies to cope with the changes within the supply chain (Wang et al 2021 ). The rapid change in the business environment brings difficulties for SSC development (Yadav et al 2020 ).…”

Supply chain slack and sustainable development performance: The “fit–adjust” effect of objective and perceived environmental uncertainties

“…On the other hand, supply chain slack is the antecedent of an adaptive capability to facilitate the use of available resources to cope with disruptions (Azadegan et al, 2013; Zhao et al, 2019). Combining these two aspects, we argue that supply chain slack increases the information processing capability of a supply chain (Bui et al, 2021; Wang et al, 2021), as well as the coordination and control mechanism creation (Matsuo, 2015). Accordingly, information processing capability improves as supply chain slack increases.…”

Covid-19 Pandemisi Sırasında Stratejik Yönetim Literatüründe Neler Söylendi?

“…Thereby, different concepts from the perspective of disruptions were studied such as response to global economic recession (Al-Mansour and Al-Ajmi, 2020), major issues and responses (Sharma, Adhikary, and Borah, 2020), validity of existing supply chain disruption philosophies in COVID-19 (Sinha, et al, 2020), failure probability (Starita and Paola Scaparra, 2021), sustainability during turbulent situation (Chatterjee and Chaudhuri, 2021), forward and backward disruption propagation (Li, Chen, et al, 2021), and optimizing pricing and sourcing decisions (Gupta, et al, 2021). Furthermore, concepts like ambidexterity (Wang, Yan, et al, 2021), artificial intelligence (Modgil, et al, 2021), regionalization (Pla-Barber, et al, 2021), and resiliency strategies (Chowdhury, et al, 2020) were researched from the perspective of resiliency.…”