Blodgett 21134 Fan and Scres

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Blodgett 21134 Fan and Scres

Blodgett 21134 Fan and Scres

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Cheng JH, Lu KL (2017) Enhancing effects of supply chain resilience: insights from trajectory and resource-based perspectives. Supply Chain Manag: Int J. 22(4):329–340

Procurement for sustainable growth. Procon/Polzak 2020 on 19–20 October 2020, http://konferencja-proconpolzak.pl/en/home-2019-en/, What is the importance of relationships with SC links in the current pandemic crisis? Is your company considering changes in relationships management for the post-pandemic new normal? If so, what are they? Wieteska G (2019) Supply chain redesign for resilience – the perspective of the consequences of disruption. Res Pap Wroclaw Univ Econ Bus 63(4):122–139. https://doi.org/10.15611/pn.2019.4.10 O’Reilly CA, Tushman ML (2008) Ambidexterity as a dynamic capability: resolving the innovator’s dilemma. Res Organ Behav 28:185–206. https://doi.org/10.1016/j.riob.2008.06.002 Fortunato P (2020) How COVID-19 is changing global value chains. Retrieved October 10, 2020, from https://unctad.org/news/how-covid-19-changing-global-value-chains

Bahar G, Akhtar S (2020) Ambidexterity as a new research paradigm: examining the mediating role of employees goal orientation, exploitation and exploration. Glob Soc Sci Rev 5(2):94–105. https://doi.org/10.31703/gssr.2020(V-II).09 Ivanov D, Dolgui A (2020) Viability of intertwined supply networks: extending the supply chain resilience angles towards survivability. A position paper motivated by COVID-19 outbreak. Int J Prod Res 58(10):2904–2915. https://doi.org/10.1080/00207543.2020.1750727 Aoki K, Wilhelm M (2017) The role of ambidexterity in managing buyer-supplier relationships: the Toyota case. Organ Sci 28(6):1080–1097. https://doi.org/10.1287/orsc.2017.1156 Wei Z, Yi Y, Guo H (2014) Organizational learning ambidexterity, strategic flexibility, and new product development. J Prod Innov Manag 31(4):832–847. https://doi.org/10.1111/jpim.12126

Martin A, Keller A, Fortwengel J (2019) Introducing conflict as the microfoundation of organizational ambidexterity. Strateg Organ 17(1):38–61. https://doi.org/10.1177/1476127017740262 Erol O, Sauser BJ, Mansouri M (2010) A framework for investigation into extended enterprise resilience. Enterpr Inf Syst 4(2):111–136. https://doi.org/10.1080/17517570903474304 Tools that support strategic decision-making under uncertainty are becoming increasingly important. The supply chain intelligence system, which is based on artificial intelligence, is a programme that facilitates company management, including purchasing. It makes it possible, among other things, to identify any problems and estimate their possible consequences even before they occur, and on the basis of previous experience it facilitates decision-making, in time even allowing for their certain automation.

Proactive SCRES strategy based on exploitation This strategy includes practices aimed at systematic strengthening of the SCRES, based on the exploitation of available resources. They are typical of the earlier indicated SCRES readiness and growth phases. Organizations need to adopt a proactive approach to ensure resilience needed to absorb and avoid potential disruptions by not only returning to the original state through adaptation, but by surpassing it through developing specific elements to boost performance. Hendry LC, Stevenson M, MacBryde J, Ball P, Sayed M, Liu L (2019) Local food supply chain resilience to constitutional change: the Brexit effect. Int J Oper Prod Manag 39(3):429–453. https://doi.org/10.1108/IJOPM-03-2018-0184 Ponis, S.T. and Koronis, E. 2012. A Knowledge Management Process-Based Approach to Support Corporate Crisis Management. Knowledge & Process Management. 19 (3), pp. 148-159. https://doi.org/10.1002/kpm.1390 Eriksson PE (2013) Exploration and exploitation in project-based organizations: development and diffusion of knowledge at different organizational levels in construction companies. Int J Project Manag 31(3):333–341. https://doi.org/10.1016/j.ijproman.2012.07.005 Xiao R, Yu T, Gong X (2012) Modeling and simulation of ant colony’s labor division with constraints for task allocation of resilient supply chains. Int J Artif Intell Tools 21(3):1240014. https://doi.org/10.1142/S0218213012400143

Güemes-Castorena D, Ruiz-Monroy BC (2020) Ambidexterity in the supply chain: studying the apparel industry. Int J Agile Syst Manag 13(2):130–158. https://doi.org/10.1504/IJASM.2020.107904Pettit TJ, Fiksel J, Croxton KL (2010) Ensuring supply chain resilience: development of a conceptual framework. J Bus Logist 31(1):1–21. https://doi.org/10.1002/j.2158-1592.2010.tb00125.x Blindenbach-Driessen F, Van Den Ende J (2014) The locus of innovation: the effect of a separate innovation unit on exploration, exploitation, and ambidexterity in manufacturing and service firms. J Prod Innov Manag 31(5):1089–1105. https://doi.org/10.1111/jpim.12146



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