Browsing by Author "Moradlou, Hamid"

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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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    Geopolitical disruptions and the manufacturing location decision in multinational company supply chains: a Delphi study on Brexit
    (Emerald, 2021-02-19) Moradlou, Hamid; Reefke, Hendrik; Skipworth, Heather; Roscoe, Samuel
    Purpose This study investigates the impact of geopolitical disruptions on the manufacturing supply chain (SC) location decision of managers in UK multinational firms. The context of study is the UK manufacturing sector and its response to the UK's decision to leave the European Union (EU), or Brexit. Design/methodology/approach The study adopts an abductive, theory elaboration approach and expands on Dunning's eclectic paradigm of international production. A Delphi study over four iterative rounds is conducted to gather and assess insights into manufacturing SC location issues related to Brexit. The panel consisted of 30 experts and managers from a range of key industries, consultancies, governmental organisations, and academia. The Delphi findings are triangulated using a focus group with 38 participants. Findings The findings indicate that the majority of companies planned or have relocated production facilities from the UK to the EU, and distribution centres (DCs) from the EU to the UK. This was because of market-seeking advantages (being close to major centres of demand, ease of access to local and international markets) and efficiency-seeking advantages (costs related to expected delays at ports, tariff and non-tariff barriers). Ownership and internalisation advantages, also suggested by the eclectic paradigm, did not play a role in the location decision. Originality/value The study elaborates on the OLI framework by showing that policy-related uncertainty is a primary influencing factor in the manufacturing location decision, outweighing the importance of uncertainty as an influencer of governance mode choices. The authors find that during geopolitical disruptions managers make location decisions in tight time-frames with incomplete and imperfect information, in situations of high perceived uncertainty. The study elaborates on the eclectic paradigm by explaining how managerial cognition and bounded rationality influence the manufacturing location decision-making process.
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    The impact of Industry 4.0 implementation on supply chains
    (Emerald, 2020-04-11) Ghadge, Abhijeet; Er Kara, Merve; Moradlou, Hamid; Goswami, Mohit
    Purpose The study aims to analyse the impact of Industry 4.0 implementation on supply chains and develop an implementation framework by considering potential drivers and barriers for the Industry 4.0 paradigm. Design/methodology/approach A critical literature review is performed to explore the key drivers and barriers for Industry 4.0 implementation under four business dimensions: strategic, organisational, technological and legal and ethical. A system dynamics model is later developed to understand the impact of Industry 4.0 implementation on supply chain parameters, by including both the identified driving forces and barriers for this technological transformation. The results of the simulation model are utilised to develop a conceptual model for a successful implementation and acceleration of Industry 4.0 in supply chains. Findings Industry 4.0 is predicted to bring new challenges and opportunities for future supply chains. The study discussed several implementation challenges and proposed a framework for an effective adaption and transition of the Industry 4.0 concept into supply chains. Research limitations/implications The results of the simulation model are utilised to develop a conceptual model for a successful implementation and acceleration of Industry 4.0 in supply chains. Practical implications The study is expected to benefit supply chain managers in understanding the challenges for implementing Industry 4.0 in their network. Originality/value Simulation analysis provides examination of Industry 4.0 adoption in terms of its impact on supply chain performance and allows incorporation of both the drivers and barriers of this technological transformation into the analysis. Besides providing an empirical basis for this relationship, a new conceptual framework is proposed for Industry 4.0 implementation in supply chains.
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    Link between Industry 4.0 and green supply chain management: evidence from the automotive industry
    (Elsevier, 2022-06-03) Ghadge, Abhijeet; Mogale, Dnyaneshwar G.; Bourlakis, Michael; Maiyar, Lohithaksha Maniraj; Moradlou, Hamid
    The paper evidence the link between two paradigms - Industry 4.0 and Green Supply Chain Management (GSCM) following an empirical study conducted in the automotive industry. 243 responses from the automotive supply chain professionals from Europe (including the UK) are used to test the developed hypotheses. An integrated, two-stage approach combining interpretive structural modelling and structural equation modelling develops a multi-level hierarchical structure for establishing the link between Industry 4.0 technologies, Green Supply Chain (GSC) practices and GSC performance. The study evidenced an indirect effect of Industry 4.0 technologies through GSC practices on GSC performance; and this link is found to be stronger than the direct effect of Industry 4.0 and GSC practices in the automotive supply chains. Future supply chains should focus on driving and linking technologies such as the Internet of Things (IoT), Cyber-Physical Systems (CPS) and Blockchain for effective implementation of GSC practices. GSC practices, mainly reverse logistics and green purchasing, are highly influenced by disruptive technologies and are critical for leading improvement in GSC performance. Identifying and linking key Industry 4.0 technologies with GSC practices will benefit organizations in making evidence-informed decisions for improved sustainability performance.
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    Post-Brexit back-shoring strategies: what UK manufacturing companies could learn from the past?
    (Taylor and Francis, 2021-01-06) Moradlou, Hamid; Fratocchi, Luciano; Skipworth, Heather; Ghadge, Abhijeet
    The manufacturing sector in the UK is currently undergoing a significant supply chain transformation and managers are re-evaluating supply chain location decisions to minimise the disruptions caused by Brexit. This entails manufacturing offshoring and back-shoring once again being considered as strategic decisions and companies ought to make informed choices with respect to where they source or manufacture their products. This paper aims to contribute to an improved understanding of the back-shoring phenomenon in the UK. Eight case studies of back-shoring have been analysed and compared using a theoretically informed framework. The results show that back-shoring can stem from both misjudgements of previous offshoring decisions as well as changes in the demand pattern in the home country. Unlike offshoring decisions being mainly cost-oriented, strategic shift aimed at increasing the value perceived by the customer has a pivotal role in the back-shoring decision. Furthermore, skill shortage is the main barrier for the implementation of back-shoring strategies in the UK and requires companies’ attention prior to its repatriation.
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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.
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    Using not-for-profit innovation networks to transition new technologies across the Valley of Death
    (Emerald, 2023-08-21) Moradlou, Hamid; Roscoe, Samuel; Reefke, Hendrik; Handfield, Rob
    Purpose This paper aims to seek answers to the question: What are the relevant factors that allow not-for-profit innovation networks to successfully transition new technologies from proof-of-concept to commercialisation? Design/methodology/approach This question is examined using the knowledge-based view and network orchestration theory. Data are collected from 35 interviews with managers and engineers working within seven centres that comprise the High Value Manufacturing Catapult (HVMC). These centres constitute a not-for-profit innovation network where suppliers, customers and competitors collaborate to help transition new technologies across the “Valley of Death” (the gap between establishing a proof of concept and commercialisation). Findings Network orchestration theory suggests that a hub firm facilitates the exchange of knowledge amongst network members (knowledge mobility), to enable these members to profit from innovation (innovation appropriability). The hub firm ensures positive network growth, and also allows for the entry and exit of network members (network stability). This study of not-for-profit innovation networks suggests the role of a network orchestrator is to help ensure that intellectual property becomes a public resource that enhances the productivity of the domestic economy. The authors observed how network stability was achieved by the HVMC's seven centres employing a loosely-coupled hybrid network configuration. This configuration however ensured that new technology development teams, comprised of suppliers, customers and competitors, remained tightly-coupled to enable co-development of innovative technologies. Matching internal technical and sectoral expertise with complementary experience from network members allowed knowledge to flow across organisational boundaries and throughout the network. Matrix organisational structures and distributed decision-making authority created opportunities for knowledge integration to occur. Actively moving individuals and teams between centres also helped to diffuse knowledge to network members, while regular meetings between senior management ensured network coordination and removed resource redundancies. Originality/value The study contributes to knowledge-based theory by moving beyond existing understanding of knowledge integration in firms, and identified how knowledge is exchanged and aggregated within not-for-profit innovation networks. The findings contribute to network orchestration theory by challenging the notion that network orchestrators should enact and enforce appropriability regimes (patents, licences, copyrights) to allow members to profit from innovations. Instead, the authors find that not-for-profit innovation networks can overcome the frictions that appropriability regimes often create when exchanging knowledge during new technology development. This is achieved by pre-defining the terms of network membership/partnership and setting out clear pathways for innovation scaling, which embodies newly generated intellectual property as a public resource. The findings inform a framework that is useful for policy makers, academics and managers interested in using not-for-profit networks to transition new technologies across the Valley of Death.