Towards crisis protection(ism)? COVID-19 and selective de-globalization

Branicki, Layla; Sullivan‐Taylor, Bridgette; Brammer, Stephen

doi:10.1108/cpoib-05-2020-0046

Cited by 16 publications

(23 citation statements)

References 54 publications

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“…Tariffs, coupled with lead-time variability of extended supply chains and supply risks stemming from black swan events like a global pandemic, have motivated many companies to purchase or produce closer to sources of demand. Manufacturing plants in advanced economies are seeing new demand from existing customers and new orders from new customers (Branicki et al 2021). Lean manufacturing plants should accept such new orders with caution.…”

Section: Managerial Implicationsmentioning

confidence: 99%

Complex and lean or lean and complex? The role of supply chain complexity in lean production

et al. 2023

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Research on Lean indicates that its association with performance improvement, although compelling, is not uniformly positive. Prior researchers have posited that plants implementing Lean may become too lean or may only implement selected aspects without fully embracing Lean's synergistic prescriptions. We explore another potential reason for lower-than-expected performance sometimes associated with Lean: supply chain complexity. Using survey data from 209 manufacturing plants in seven countries across three industry groups, we test two alternative mechanisms by which supply chain complexity may influence performance improvements expected from Lean: moderation and mediation. We find that, while supply chain complexity has very little moderating impact on this relationship, it mediates the relationship between Lean and performance. While the majority of the significant mediating effects are negative, serving as a tax on Lean's effect on performance, our analysis reveals some positive mediating effects, highlighting the difference between dysfunctional and strategic supply chain complexity. Our results indicate that managers should reduce internal and upstream complexity to improve Lean's effect on performance. In particular, reducing the number of inputs a plant must manage has the widest and largest effect on realizing Lean's positive influence on performance. Further, we highlight the importance of reducing dysfunctional supply chain complexity, while developing strategies to accommodate strategic supply chain complexity.

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Section: Managerial Implicationsmentioning

confidence: 99%

Complex and lean or lean and complex? The role of supply chain complexity in lean production

et al. 2023

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“…The first wave of this research prospectively examined the potential implications of the pandemic for particular sub‐fields of business and management research. For example, articles examined the impacts of COVID‐19 on international business (Branicki, Sullivan‐Taylor and Brammer, 2021 ; Verbeke and Yuan, 2021 ), tourism (Sigala, 2020 ; Zenker and Kock, 2020 ), marketing and consumer behaviour (Roggeveen and Sethuraman, 2020 ; Sheth, 2020 ), supply chain management (Sarkis, 2020 ), public management (Ansell, Sørensen and Torfing, 2021 ), and human resource management (Collings et al. , 2021 ; Hamouche, 2021 ).…”

Section: Introductionmentioning

confidence: 99%

“…, 2021 ; Hamouche, 2021 ). As the pandemic progressed, research started to increasingly focus on the lived experience of the pandemic (e.g., Branicki, Sullivan‐Taylor and Brammer, 2021 ; Plotnikof et al. , 2020 ; Pradies et al.…”

Section: Introductionmentioning

confidence: 99%

Disrupting Management Research? Critical Reflections on British Journal of Management COVID‐19 Research and an Agenda for the Future

Brammer

Branicki

Linnenluecke

2022

British J of Management

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Research interest in extreme contextswas growing before the COVID-19 pandemic and has intensified since. The climate crisis, significant geo-political conflict, political polarization and upheaval, and economic/financial crises that present existential challenges to organizations have all contributed to rising interest in extreme-context research. COVID-19 itself has generated an enormous body of research across all sub-fields of management. However, the substantive, methodological and conceptual implications of this large volume of research remain unclear. In this introduction to the British Journal of Management COVID-19 Online Virtual Issue, we describe and analyse COVID-19 research so far published in the British Journal of Management. The Journal was proactive in seeing the profound implications of COVID-19 for management research and practice, issuing an early call for contributions, and publishing several exploratory commentaries as early as July 2020. In this paper, we situate COVID-19 research within the broader extremecontext research, analyse contributions made so far, and build upon an extended taxonomy of extreme contexts to suggest ways for future research to generate further impactful insights.

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“…Over the past years, traditional global trade has shown inevitable growth fatigue [Altuzarra Bustillo, Rodríguez, 2022]. Behind this phenomenon are many reasons, including rising trade protectionism [Branicki, Sullivan-Taylor, Brammer, 2021], nationalism [Albertoni, Wise, 2021], and unilateralism [Petricevic, Teece, 2019;Nambisan, Luo, 2021]. These all lead to a remarkable decrease in cross-border demands and supplies for products and services.…”

Section: Introductionmentioning

confidence: 99%

Operating in international markets through cross-border e-commerce: A practitioners’ perspective

Chen¹

2022

Vestnik SPbSU. Management

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As the global business environment continuously evolves, the cross-border e-commerce becomes an essential part of international markets. This research analyzes practitioners’ perception of the cross-border e-commerce as an emerging channel to expand and operate in the global market and explores the platform structural performance determinants. We conducted the content and statistical analyses based on 35 interviews and constructed database of 150 observed companies. Deploying the springboard approach as the theoretical underpinning, we find the cross-border e-commerce optimal for companies to respond to the global turmoil in the short term and to achieve internationalization in the long term which serves as the most desirable option for firms to conduct cross-border commercial activities. The personalization in multiple language choices, reliable payment system settings, and clear website privacy commitment are the major factors. The diversity of language settings has the most significant positive influence on the cross-border e-commerce performance. This research contributes to the literature on the internationalization of firms and operation strategy in the global market enhancing the knowledge of operating crossborder e-commerce through the comparison with conventional internationalization paradigms and the examination of specific platform setting factors. International entrepreneurs can also benefit by understanding the practical specifications of the cross-border e-commerce and looking at platform structural performance determinants. The managerial implication suggested in this paper can be applied in their strategic decision-making which enhances a firm performance and helps to engage with the global economy.

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Towards crisis protection(ism)? COVID-19 and selective de-globalization

Cited by 16 publications

References 54 publications

Complex and lean or lean and complex? The role of supply chain complexity in lean production

Complex and lean or lean and complex? The role of supply chain complexity in lean production

Disrupting Management Research? Critical Reflections on British Journal of Management COVID‐19 Research and an Agenda for the Future

Operating in international markets through cross-border e-commerce: A practitioners’ perspective

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