Geopolitical disruptions and supply chain structural ambidexterity

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dc.contributor.authorMoradlou, Hamid
dc.contributor.authorSkipworth, Heather
dc.contributor.authorBals, Lydia
dc.contributor.authorAktas, Emel
dc.contributor.authorRoscoe, Samuel
dc.date.accessioned2024-08-30T13:46:29Z
dc.date.available2024-08-30T13:46:29Z
dc.date.freetoread2024-08-30
dc.date.issued2024
dc.date.pubOnline2024-08-13
dc.description.abstractPurpose 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.
dc.description.journalNameInternational Journal of Operations and Production Management
dc.identifier.citationMoradlou H, Skipworth H, Bals L, et al., (2024) Geopolitical disruptions and supply chain structural ambidexterity. International Journal of Operations snd Production Management, Available online 13 August 2024
dc.identifier.eissn1758-6593
dc.identifier.elementsID551730
dc.identifier.issn0144-3577
dc.identifier.issueNoahead-of-print
dc.identifier.urihttps://doi.org/10.1108/ijopm-11-2023-0915
dc.identifier.urihttps://dspace.lib.cranfield.ac.uk/handle/1826/22871
dc.identifier.volumeNoahead-of-print
dc.languageEnglish
dc.language.isoen
dc.publisherEmerald
dc.publisher.urihttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-11-2023-0915/full/html
dc.rightsAttribution-NonCommercial 4.0 Internationalen
dc.rights.urihttp://creativecommons.org/licenses/by-nc/4.0/
dc.subjectGeopolitical disruption
dc.subjectAmbidexterity
dc.subjectOrganisational learning theory
dc.subjectEclectic paradigm
dc.subjectSupply chain design
dc.subject3509 Transportation, Logistics and Supply Chains
dc.subject35 Commerce, Management, Tourism and Services
dc.subject3507 Strategy, Management and Organisational Behaviour
dc.subjectInfectious Diseases
dc.subjectEmerging Infectious Diseases
dc.subjectCoronaviruses
dc.subjectBusiness & Management
dc.subject3507 Strategy, management and organisational behaviour
dc.subject3509 Transportation, logistics and supply chains
dc.titleGeopolitical disruptions and supply chain structural ambidexterity
dc.typeArticle
dc.type.subtypeJournal Article
dcterms.dateAccepted2024-07-04

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