Predicting the effects of supply chain resilience and robustness on COVID-19 impacts and performance: Empirical investigation through resources orchestration perspective.

This study investigates the effects of supply chain (SCRE) and robustness (SCRO) on COVID-19 super disruption impacts and firm's financial performance by mobilizing the resources orchestration theory (ROT) as the main theoretical framework. We adopt structural equation modeling analysis of data collected from 289 French companies. The findings reveal the significantly positive influence of resources orchestration on SCRE and SCRO and the role of the latter in mitigating the pandemic disruption impacts. Notwithstanding, depending on whether the measures are objective or subjective, the effects of SCRE and SCRO on financial performance vary. Overall, this paper presents empirical evidence of the influence of both of SCRE and SCRO on pandemic disruption impacts and financial performance. Furthermore, this research provides insights to guide practitioners and decision makers regarding resources orchestration and the deployment of SCRE and SCRO.

Managing disruptions and strategy development during Covid-19 pandemic: the perspective of third-party logistics service providers (3PLs)

The Covid-19 pandemic forced many companies to alter and improve their logistics activities as part of their business logistics strategies, to obtain cost and service advantages. In this regard, to lessen the detrimental effects on the business environment, it is critical to develop different strategies according to the nature of the disruptions and uncertainties. This paper explores uncertainty sources confronted by third-party logistics service providers (3PLs), identifies disruptions, reveals the resources used to cope with these and develops strategies for the Covid-19 pandemic. Drawing upon Resource Orchestration Theory (ROT), we reveal the important role of resource allocation in logistics and supply chains (SCs). This study proposes a conceptual framework that describes resources which can be used for strategy development in the face of uncertainties. In terms of managerial implications, this study extends knowledge in the field by providing insights enabling 3PLs to improve their capabilities and increase their performance. © 2023 Informa UK Limited, trading as Taylor & Francis Group.

Strategic Entrepreneurship and the Performance of Women-Owned Fish Processing Units in Cibinong District, Bogor Regency

Strategic entrepreneurship refers to the ability of an MSME to investigate potential entrepreneurial ventures while exploiting its current competitive advantages. Academics and practitioners have offered models to deconstruct strategic entrepreneurship;however, there are few distinctive strategic entrepreneurship models appropriate for certain business circumstances. Culinary businesses in Cibinong District, Bogor Regency face several challenges, including low-quality human resources, inadequate capital and technology, and poor entrepreneurial spirit. This study aims to learn how the performance of women-owned fish processing MSMEs under COVID-19 conditions connects to several strategic entrepreneurship components, such as environmental factors, individual resources, resource orchestration, and competitive advantage. Research data taken from 30 women-owned fish processing businesses were processed using SMART-PLS 3.0, followed by a quantitative descriptive method analysis. The outcome was that the components of the environment, specific resources, and orchestration of those resources could generate performance and value for the customer, leading to competitive advantages. This research provides a current understanding of attitudes to businesswomen's activities throughout the pandemic period, particularly in relation to entrepreneurship chances and MSME performance. Strategic entrepreneurship is necessary to improve performance in dynamic environments. © 2023 by the authors.

Domain-based ambidexterity for managing a dual business model in the hospitality industry in the midst of COVID-19 pandemic: an exploratory study

PurposeThis study aims to analyse how a hotel company manages ambidexterity when operating different business models in different markets located in the same country.Design/methodology/approachThis research was conducted using a qualitative case study, and the subjects were selected using the theoretical sampling technique. A corporation managing two hotel business units located in the same city but operating different business models – a premium and a low-cost business model – were selected as subjects.FindingsThe empirical evidence revealed that an ambidextrous business model can be realized through integration or separation of appropriate domains of business activities. The empirical findings further showed that exploitations are easier to integrate than explorations.Practical implicationsThe authors found that firms using structural separation for managing premium and low-cost business models can avoid market cannibalism and achieve synergies between different business models if business model ambidexterity is well managed.Originality/valueThis study extends research in the area of ambidexterity and business models. It responds to calls to examine how firms using structural separation implement business model ambidexterity in practice, particularly in service sectors. By analysing the details of activities within the business model, the authors advance the understanding of which domains are suitable for an integration or separation approach.

Supply networks for extreme uncertainty: a resource orchestration perspective

Purpose: Disasters are growing in frequency and scale, unmasking the systemic vulnerabilities of modern supply chains and highlighting the need to understand how to respond to such events. In the context of an extreme event such as the COVID-19 pandemic, this research focuses on how networks of organizations leverage their combined resources and capabilities to develop, manufacture and deliver new products outside their traditional markets. Design/methodology/approach: Following a theory elaboration process, the authors build on resource orchestration theory to develop data collection and analysis protocols to support a multi-case study research design. This research investigates four cases of newly formed networks that emerged in four different countries – Colombia, Italy, the United States and the United Kingdom–in response to the COVID-19 pandemic. Findings: These four networks in the investigation share common characteristics in terms of motivation and approach, creating patterns from which theoretical generalizations are developed into a series of propositions regarding the process of network-level resource orchestration under extreme uncertainty. Practical implications: The research shows how networks and the organizations within them can streamline processes, swiftly build new relationships and develop a balanced risk management approach to extreme uncertainty. Originality/value: This research contributes to theory by extending the resource orchestration model to a network level and showing how extreme uncertainty can lead to the emergence of networks and alter the motivations and goals of the member organizations, allowing them to be more responsive. © 2022, Emerald Publishing Limited.

Strategic management theory in a post-pandemic and non-ergodic world

This quote, written 30 years ago, describes the pandemic environment in which the world exists today. As Meyer et al. explained, such quantum discontinuous changes require entrepreneurial responses. In the ongoing Covid-19 pandemic, firms must devise strategies to deal with short-term discontinuities and significant uncertainty to survive. After the pandemic eases, longer-term strategic changes may be needed to navigate the competitive landscape arising in the 'New Normal' which has resulted from technological, socio-political, and institutional changes that resemble the causes of environmental jolts explained by Meyer et al. This New Normal is unlikely to be a static equilibrium, because the pandemic shock has triggered another unexpected dynamic. As Nobel Laureate Douglass North explained, we now exist in a non-ergodic world in which the new equilibrium after major disruptions continues to change thereafter, similar to dynamic equilibria in open systems. Thus, firms need new and more flexible strategies to achieve what North described as adaptive efficiency. While it is unclear which changes caused by the pandemic will persist, it seems evident that certain aspects of the business environment will change with the current crisis serving as a tipping point. Hence, this new environment (during the pandemic and thereafter) begs the question 'How does strategic management theory help us understand how firms can navigate the New Normal?'. We examine two main strategic management theories prominent in the field for the last three decades - resource-based theory and agency theory - in light of the opportunities and challenges likely to emerge in the non-ergodic New Normal environment, and comment on implications for strategic management more broadly. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Identifying the pathways through digital transformation to achieve supply chain resilience: an fsQCA approach.

The manufacturing industry has placed a greater emphasis on digital transformation, especially under the impact of COVID-19. However, the influence mechanism between digital transformation and supply chain resilience is still a topic of discussion. Resource orchestration theory indicates that a firm not only need to emphasize the investment of resources but also pays attention to the allocation of resources. Therefore, based on the resource orchestration theory, this study divides the digital transformation into digital transformation breadth and digital transformation depth and combines R&D spending (R&D intensity and R&D employee) and contingency factors (firm size) to construct a theoretical path of "digital transformation-supply chain resilience." This research uses fuzzy sets qualitative comparative analysis to explore how to configure the digital transformation to achieve high supply chain resilience based on data from 193 listed manufacturing firms. Using the fsQCA software, it was discovered that there were no necessary conditions for achieving high supply chain resilience; sufficient condition analysis revealed that there are six paths to achieving high supply chain resilience, four of which can be summarized as digital transformation driven and the other two as R&D spending driven. These several approaches highlight the complicated causal relationship between digital transformation and supply chain resilience, as well as give theoretical and practical recommendations for firms looking to implement digital strategies and enhance their supply chains.

Investigating the revised international marketing strategies during COVID-19 based on resources and capabilities of the firms: A mixed method approach.

This paper aims to identify the revised international marketing strategies in communication during the COVID-19 pandemic by utilizing the firm's resources and capabilities. We conducted in-depth interviews and a questionnaire survey with key stakeholders of retail organizations which changed their digital marketing strategies during COVID-19. The data is collected from 587 respondents from different parts of the world through resource orchestration theory. The qualitative findings support a high degree of association among the firm's resources and capabilities, leveraging processes based on the revised international marketing strategies during the COVID-19 pandemic. We have developed a conceptual model based on these findings with six variables: leveraging process of the firm's capabilities information technology-related resources; information technology-related capabilities, dynamic capabilities, environmental uncertainty, and leveraging process of the firm's resources. However, environmental uncertainty and leveraging of the firm's resources were not influential in forming digital marketing strategies during COVID-19. This study proposes a new process for international marketing managers in business organizations to restructure the resources within their organizations by creating new capabilities and leveraging them.

The Effect of Digital Orientation and Digital Capability on Digital Transformation of SMEs during the COVID-19 Pandemic

Despite the growing importance of digital transformation, empirical research on the drivers of digital transformation is still lacking, creating a knowledge gap. The purpose of this study is to explore the effect of digital orientation and digital capability on digital transformation, as well as the mediating effect of digital transformation on revenues and business models of SMEs during the COVID-19 pandemic. This paper examines a new conceptual framework designed on resource-based theory perspectives by using survey data of 246 SMEs in Latvia. To achieve the research purpose, this study used a mediation analysis to examine the direct effect of digital orientation and digital capability on digital transformation, as well as to explore the mediating effect of digital transformation on SME outcomes. Our results reveal that both digital orientation and digital capability have direct positive effects on digital transformation. We also found that digital transformation has a positive mediating effect from digital orientation on revenue and business model, as well as from digital capability on revenue. These findings could be useful for policymakers, managers and practitioners to clarify how digital orientation and digital capability intermediated through digital transformation affect the outcomes of SMEs. © 2022 by the authors. Licensee MDPI, Basel, Switzerland.

Exploring the Effects of Data-Driven Hospital Operations on Operational Performance From the Resource Orchestration Theory Perspective

In the big data era, managing data-driven hospital operations have become one of the most important tasks for healthcare executives, increasing responsiveness to exceptional disruptions such as those caused by the COVID-19 pandemic. However, they are still facing the challenges of how best to orchestrate the digital medical resources for improving operational performance such as cost, delivery, and quality. Therefore, drawing upon resource orchestration theory, this article investigates how hospitals orchestrate data-driven culture (DDC) and digital technology orientation (DTO) to develop big data analytics capability (BDAC) for operational performance improvement. Survey data were collected from 105 hospitals in China and analyzed using structural equation modeling and ordinary least square regression. The results show that DDC has a significant positive impact on DTO. More interestingly, there is no significant interaction effect between DDC and DTO, indicating that DDC and DTO affect BDAC independently, and not synergistically. The results further reveal that BDAC fully mediates the DTO-operational performance relationship. The findings offer useful and timely guidance on how healthcare executives can manage data-driven hospital operations to improve operational performance during and post the COVID-19 pandemic.

Information resource orchestration during the COVID-19 pandemic: A study of community lockdowns in China.

The outbreak of the COVID-19 pandemic has created significant challenges for people worldwide. To combat the virus, one of the most dramatic measures was the lockdown of 4 billion people in what is believed to be the largest quasi-quarantine in human history. As a response to the call to study information behavior during a global health crisis, we adopted a resource orchestration perspective to investigate six Chinese families who survived the lockdown. We explored how elderly, young and middle-aged individuals and children resourced information and how they adapted their information behavior to emerging online technologies. Two information resource orchestration practices (information resourcing activities and information behavior adaptation activities) and three mechanisms (online emergence and convergence in community resilience, the overcoming of information flow impediments, and the application of absorptive capacity) were identified in the study.