Browsing by Author "Bals, Lydia"

Now showing 1 - 5 of 5
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    Balancing the exploitation-exploration paradox during major geopolitical disruptions: the importance of supply chain structural ambidexterity
    (Academy of Management, 2023-07-24) Moradlou, Hamid; Skipworth, Heather; Bals, Lydia; Aktas, Emel; Roscoe, Samuel
    We answer the question “How do companies develop and deploy supply chain structural ambidexterity to effectively manage geopolitical disruptions?” by investigating three significant geopolitical disruptions: Brexit, the US-China trade war, and the Covid-19 pandemic. We use an inductive theory-elaboration approach to build on Organisational Learning Theory and Dunning’s eclectic paradigm of international production. We conducted 29 elite interviews with senior supply chain executives across 14 multi-national manufacturing firms and validated the analysis by triangulating secondary data sources, including standard operating procedures, annual reports, and organizational protocols. When faced with significant geopolitical disruptions, companies develop and deploy supply chain structural ambidexterity by (1) developing parallel supply chains; (2) significantly reconfiguring their supplier networks, and (3) restructuring their internal sub-units. We contribute to Organisational Learning Theory and Dunning’s eclectic paradigm by empirically examining how companies reconfigure supply chains to pursue exploration and exploitation activities in response to geopolitical disruptions. During significant geopolitical disruptions, managers make decisions in tight timeframes. Therefore, we propose three types of supply chain structural ambidexterity based on the transition time available. We conclude with a managerial framework to assist firms in developing supply chain structural ambidexterity in response to geopolitical disruptions.
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    Geopolitical disruptions and supply chain structural ambidexterity
    (Emerald, 2024) Moradlou, Hamid; Skipworth, Heather; Bals, Lydia; Aktas, Emel; Roscoe, Samuel
    Purpose This paper seeks insights into how multinational enterprises restructure their global supply chains to manage the uncertainty caused by geopolitical disruptions. To answer this question, we investigate three significant geopolitical disruptions: Brexit, the US-China trade war and the coronavirus disease 2019 (Covid-19) pandemic. Design/methodology/approach The study uses an inductive theory-elaboration approach to build on Organisational Learning Theory and Dunning’s eclectic paradigm of international production. Twenty-nine expert interviews were conducted with senior supply chain executives across 14 multinational manufacturing firms. The analysis is validated by triangulating secondary data sources, including standard operating procedures, annual reports and organisational protocols. Findings We find that, when faced with significant geopolitical disruptions, companies develop and deploy supply chain structural ambidexterity in different ways. Specifically, during Covid-19, the US-China trade war and Brexit, companies developed and deployed three distinct types of supply chain structural ambidexterity through (1) partitioning internal subunits, (2) reconfiguring supplier networks and (3) creating parallel supply chains. Originality/value The findings contribute to Dunning’s eclectic paradigm by explaining how organisational ambidexterity is extended beyond firm boundaries and embedded in supply chains to mitigate uncertainty and gain exploration and exploitation benefits. During significant geopolitical disruptions, we find that managers make decisions in tight timeframes. Therefore, based on the transition time available, we propose three types of supply chain structural ambidexterity. We conclude with a managerial framework to assist firms in developing supply chain structural ambidexterity in response to geopolitical disruptions.
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    Rightshoring for ambidexterity: supply chain reconfiguration in response to geopolitical disruptions
    (IPSERA : International Purchasing and Supply Education and Research Association, 2022-04-10) Moradlou, Hamid; Skipworth, Heather; Bals, Lydia; Aktas, Emel
    Companies have extensively invested in offshoring strategies, creating geographically dispersed, complex networks. The concept of organisational ambidexterity through balancing the exploration (flexibility) and exploitation (efficiency) capabilities in supply chains is important as firms mitigate the negative impact of supply chain disruptions. In this study, we aim to identify the mechanisms by which companies cope with geopolitical and natural disruptions, such as the US-China trade war, Brexit, and the coronavirus pandemic. This study highlights companies’ need to be simultaneously efficient and responsive in operations to cope with the impact of a global pandemic and geopolitical tensions.
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    Supply chain reconfiguration in response to geopolitical disruptions: exploration versus exploitation
    (2022-07-04) Moradlou, Hamid; Skipworth, Heather; Bals, Lydia; Aktas, Emel
    Companies have extensively invested in offshoring strategies, creating geographically dispersed, complex networks. Organisational ambidexterity through balancing the exploration (flexibility) and exploitation (efficiency) capabilities in supply chains enables firms mitigate the negative impact of supply chain disruptions. In this study, we aim to identify the mechanisms by which companies respond to geopolitical and natural disruptions in the context of the US-China trade war, Brexit, and the coronavirus pandemic. This study highlights companies’ need to be simultaneously efficient and responsive in their supply chain operations to become resilient against a global pandemic and geopolitical tensions.
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    Understanding how multinational enterprises manage global supply chains during major geopolitical disruptions: the role of structural ambidexterity
    (Emerald, 2023-07-05) Moradlou, Hamid; Skipworth, Heather; Bals, Lydia; Aktas, Emel; Roscoe, Sam
    This paper seeks insights into how multinational enterprises restructure their global supply chains to manage the uncertainty caused by geopolitical disruptions. Evidence is gathered from 29 interviews with senior executives working for 14 multinational companies affected by Covid-19, the US-China Trade War and Brexit. To manage this uncertainty, we find that companies implement structural ambidexterity in supply chains by partitioning internal subunits, reconfiguring supplier networks, and creating parallel supply chains. The findings contribute to Dunning’s eclectic paradigm by explaining how organisational ambidexterity is extended beyond firm boundaries and embedded in global supply chains to mitigate uncertainty and gain exploration and exploitation benefits.