Pub Date : 2022-01-17DOI: 10.1177/00081256211073355
R. Panwar, J. Pinkse, Valentina De Marchi
Supply-chain disruptions caused by the COVID-19 pandemic are of unparalleled magnitude because of a confluence of circumstances: a sudden rise in demand for some products, unforeseen shifts in demand points, supply shortages, a logistical crisis, and an unprecedentedly quick recovery in major economies. This article maps the changes that will occur in supply-chain planning and management in a post-COVID-19 world. It also reflects on the articles included in this special issue and draws key conclusions about how configurations of global supply chains might change. Automation and digitalization are likely to play a key role in these transitions.
{"title":"The Future of Global Supply Chains in a Post-COVID-19 World","authors":"R. Panwar, J. Pinkse, Valentina De Marchi","doi":"10.1177/00081256211073355","DOIUrl":"https://doi.org/10.1177/00081256211073355","url":null,"abstract":"Supply-chain disruptions caused by the COVID-19 pandemic are of unparalleled magnitude because of a confluence of circumstances: a sudden rise in demand for some products, unforeseen shifts in demand points, supply shortages, a logistical crisis, and an unprecedentedly quick recovery in major economies. This article maps the changes that will occur in supply-chain planning and management in a post-COVID-19 world. It also reflects on the articles included in this special issue and draws key conclusions about how configurations of global supply chains might change. Automation and digitalization are likely to play a key role in these transitions.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"64 1","pages":"5 - 23"},"PeriodicalIF":10.0,"publicationDate":"2022-01-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41823142","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-12DOI: 10.1177/00081256211068545
W. Phillips, J. Roehrich, Dharm Kapletia, E. Alexander
The COVID-19 pandemic shocked the global economy, laying bare the coordination challenges and vulnerabilities of global value chains (GVCs) across sectors. Governments, consumers, and firms alike have called for greater GVC resilience to ensure critical products are delivered to the right place, at the right time, and in the right condition. This article investigates whether GVC reconfiguration through the adoption of redistributed manufacturing (RDM) in local production can deliver greater resilience against unexpected, disruptive global events. It proposes actionable steps for managers to ensure more resilient GVCs in the face of global shocks.
{"title":"Global Value Chain Reconfiguration and COVID-19: Investigating the Case for More Resilient Redistributed Models of Production","authors":"W. Phillips, J. Roehrich, Dharm Kapletia, E. Alexander","doi":"10.1177/00081256211068545","DOIUrl":"https://doi.org/10.1177/00081256211068545","url":null,"abstract":"The COVID-19 pandemic shocked the global economy, laying bare the coordination challenges and vulnerabilities of global value chains (GVCs) across sectors. Governments, consumers, and firms alike have called for greater GVC resilience to ensure critical products are delivered to the right place, at the right time, and in the right condition. This article investigates whether GVC reconfiguration through the adoption of redistributed manufacturing (RDM) in local production can deliver greater resilience against unexpected, disruptive global events. It proposes actionable steps for managers to ensure more resilient GVCs in the face of global shocks.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"64 1","pages":"71 - 96"},"PeriodicalIF":10.0,"publicationDate":"2022-01-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42148033","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-09DOI: 10.1177/00081256211066635
Liena Kano, R. Narula, Irina Surdu
While COVID-19 has caused significant short-term disruptions in global value chains (GVCs), in the longer run, the pandemic will not be the primary catalyst in GVC evolution. As GVCs recover from the initial shock, managers will make GVC restructuring decisions guided by long-term strategic considerations. This article describes barriers that lead firm managers may encounter when rethinking location/control decisions for value chain activities and suggests that, in addition to structural changes, managerial governance adaptations are instrumental in enhancing GVCs’ long-term resilience. Lessons learned from responding to the pandemic can help managers enhance GVC efficiency in the increasingly uncertain global environment.
{"title":"Global Value Chain Resilience: Understanding the Impact of Managerial Governance Adaptations","authors":"Liena Kano, R. Narula, Irina Surdu","doi":"10.1177/00081256211066635","DOIUrl":"https://doi.org/10.1177/00081256211066635","url":null,"abstract":"While COVID-19 has caused significant short-term disruptions in global value chains (GVCs), in the longer run, the pandemic will not be the primary catalyst in GVC evolution. As GVCs recover from the initial shock, managers will make GVC restructuring decisions guided by long-term strategic considerations. This article describes barriers that lead firm managers may encounter when rethinking location/control decisions for value chain activities and suggests that, in addition to structural changes, managerial governance adaptations are instrumental in enhancing GVCs’ long-term resilience. Lessons learned from responding to the pandemic can help managers enhance GVC efficiency in the increasingly uncertain global environment.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"64 1","pages":"24 - 45"},"PeriodicalIF":10.0,"publicationDate":"2022-01-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44049122","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-07DOI: 10.1177/00081256211069420
G. Gereffi, Pavida Pananond, Torben Pedersen
This article examines the impacts of the COVID-19 pandemic on resilience. Resilience is not a one-dimensional concept but has different meanings at the levels of the firm (operational efficiency), the global value chain (appropriate governance), and the nation-state (national security). It illustrates resilience dynamics through lessons from case studies of four medical supply products—rubber gloves, face masks, ventilators, and vaccines. It explores how each adjusted to disruptions caused by the COVID-19 pandemic and presents key strategies that can guide managers and policymakers in building resilience for future supply chain disruptions.
{"title":"Resilience Decoded: The Role of Firms, Global Value Chains, and the State in COVID-19 Medical Supplies","authors":"G. Gereffi, Pavida Pananond, Torben Pedersen","doi":"10.1177/00081256211069420","DOIUrl":"https://doi.org/10.1177/00081256211069420","url":null,"abstract":"This article examines the impacts of the COVID-19 pandemic on resilience. Resilience is not a one-dimensional concept but has different meanings at the levels of the firm (operational efficiency), the global value chain (appropriate governance), and the nation-state (national security). It illustrates resilience dynamics through lessons from case studies of four medical supply products—rubber gloves, face masks, ventilators, and vaccines. It explores how each adjusted to disruptions caused by the COVID-19 pandemic and presents key strategies that can guide managers and policymakers in building resilience for future supply chain disruptions.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"64 1","pages":"46 - 70"},"PeriodicalIF":10.0,"publicationDate":"2022-01-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44071057","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-06DOI: 10.1177/00081256211068544
P. Ryan, G. Buciuni, Majella Giblin, Ulf R. Andersson
The pandemic crisis caused a severe shock to global value chains and led to supply shortages for complex medical goods such as respiratory ventilators. What followed were calls to reshore production for security, and the loss of efficiencies from foreign global value chain (GVC) operations for the multinational enterprise. This article merges internalization and GVC theory to demonstrate a dynamic hierarchy managerial response to these crisis conditions. An optimally configured GVC under hierarchy governance can resiliently eliminate global supply line ruptures yet maintain the benefits of global efficiency.
{"title":"Global Value Chain Governance in the MNE: A Dynamic Hierarchy Perspective","authors":"P. Ryan, G. Buciuni, Majella Giblin, Ulf R. Andersson","doi":"10.1177/00081256211068544","DOIUrl":"https://doi.org/10.1177/00081256211068544","url":null,"abstract":"The pandemic crisis caused a severe shock to global value chains and led to supply shortages for complex medical goods such as respiratory ventilators. What followed were calls to reshore production for security, and the loss of efficiencies from foreign global value chain (GVC) operations for the multinational enterprise. This article merges internalization and GVC theory to demonstrate a dynamic hierarchy managerial response to these crisis conditions. An optimally configured GVC under hierarchy governance can resiliently eliminate global supply line ruptures yet maintain the benefits of global efficiency.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"64 1","pages":"97 - 118"},"PeriodicalIF":10.0,"publicationDate":"2022-01-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45782982","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-26DOI: 10.1177/00081256211059140
D. Sjödin, V. Parida, I. Visnjic
For manufacturers, remaining competitive depends on their ability to digitalize their business models (i.e., offer digital and digitally enhanced products and services). To achieve this, they must engage with new digital partners and help their existing suppliers, partners, and other stakeholders to digitalize. Orchestrating this growing ecosystem is challenging. Manufacturers struggle with this endeavor because of specific barriers associated with their existing legacy business model and related to their lack of digital vision, product-centric value chains, and a bias toward firm-centered profit formulas. To overcome these barriers, leading manufacturers have developed new approaches to ecosystem orchestration.
{"title":"How Can Large Manufacturers Digitalize Their Business Models? A Framework for Orchestrating Industrial Ecosystems","authors":"D. Sjödin, V. Parida, I. Visnjic","doi":"10.1177/00081256211059140","DOIUrl":"https://doi.org/10.1177/00081256211059140","url":null,"abstract":"For manufacturers, remaining competitive depends on their ability to digitalize their business models (i.e., offer digital and digitally enhanced products and services). To achieve this, they must engage with new digital partners and help their existing suppliers, partners, and other stakeholders to digitalize. Orchestrating this growing ecosystem is challenging. Manufacturers struggle with this endeavor because of specific barriers associated with their existing legacy business model and related to their lack of digital vision, product-centric value chains, and a bias toward firm-centered profit formulas. To overcome these barriers, leading manufacturers have developed new approaches to ecosystem orchestration.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"64 1","pages":"49 - 77"},"PeriodicalIF":10.0,"publicationDate":"2021-11-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46736014","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-18DOI: 10.1177/00081256211056651
Wei Liu, A. Beltagui, Songhe Ye, Peter J. Williamson
The COVID-19 crisis has underlined the need for accelerated innovation to rapidly help business solve social problems. These problems require access to capabilities and knowledge that no single organization or existing supply chain possesses. Drawing on the experience of the open innovation and rapid-scale-up achieved by the VentilatorChallengeUK to address a shortage of ventilators required by patients seriously ill with COVID-19, this article develops a framework for accelerated innovation and delivery that crosses traditional industry boundaries. It offers a series of important lessons for how open innovation, exaptation, and ecosystem strategies—backed by a set of enabling initiatives—can be used to solve multi-faceted social and business problems at speed.
{"title":"Harnessing Exaptation and Ecosystem Strategy for Accelerated Innovation: Lessons From The VentilatorChallengeUK","authors":"Wei Liu, A. Beltagui, Songhe Ye, Peter J. Williamson","doi":"10.1177/00081256211056651","DOIUrl":"https://doi.org/10.1177/00081256211056651","url":null,"abstract":"The COVID-19 crisis has underlined the need for accelerated innovation to rapidly help business solve social problems. These problems require access to capabilities and knowledge that no single organization or existing supply chain possesses. Drawing on the experience of the open innovation and rapid-scale-up achieved by the VentilatorChallengeUK to address a shortage of ventilators required by patients seriously ill with COVID-19, this article develops a framework for accelerated innovation and delivery that crosses traditional industry boundaries. It offers a series of important lessons for how open innovation, exaptation, and ecosystem strategies—backed by a set of enabling initiatives—can be used to solve multi-faceted social and business problems at speed.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"64 1","pages":"78 - 98"},"PeriodicalIF":10.0,"publicationDate":"2021-11-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45081882","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This article identifies barriers that small and medium-sized enterprises (SMEs) encounter when they openly innovate, according to the open innovation (OI) mode used (inbound, outbound, coupled). A qualitative analysis—involving seven case studies of SMEs active in digital (high-tech) or social economy (low-tech) sectors—reveals that they face more internal than external OI barriers. Overall, the nature of the barriers does not vary across OI modes, but their intensity does. With regard to external barriers, the results reveal a “tribe syndrome,” such that SMEs resist opening up to other firms that do not share the same values.
{"title":"SMEs’ Open Innovation: Applying a Barrier Approach","authors":"Sandra Dubouloz, R. Bocquet, Catherine Equey Balzli, Elodie Gardet, Romain Gandia","doi":"10.1177/00081256211052679","DOIUrl":"https://doi.org/10.1177/00081256211052679","url":null,"abstract":"This article identifies barriers that small and medium-sized enterprises (SMEs) encounter when they openly innovate, according to the open innovation (OI) mode used (inbound, outbound, coupled). A qualitative analysis—involving seven case studies of SMEs active in digital (high-tech) or social economy (low-tech) sectors—reveals that they face more internal than external OI barriers. Overall, the nature of the barriers does not vary across OI modes, but their intensity does. With regard to external barriers, the results reveal a “tribe syndrome,” such that SMEs resist opening up to other firms that do not share the same values.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"64 1","pages":"113 - 137"},"PeriodicalIF":10.0,"publicationDate":"2021-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42228665","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-18DOI: 10.1177/00081256211049827
D. O'Rourke, Niklas Lollo
The Sustainable Apparel Coalition’s Facility Environmental Module (FEM) is one of the world’s most advanced “data-driven governance” initiatives. The FEM represents an important new strategy in the governance of Global Value Chains. This article reports on a multi-year study to evaluate how firms have implemented the FEM, and whether and under what conditions it leads to improvements in factory performance. It finds that while the FEM represents an important step in improving environmental measurement systems, the program currently acts like a “scale without a diet.” Companies are now better able to measure performance, but many have not implemented the mechanisms needed to motivate systematic improvements. This article offers recommendations for how to strengthen data-driven governance systems and explores their implications for managers.
{"title":"Incentivizing Environmental Improvements in Supply Chains through Data-Driven Governance","authors":"D. O'Rourke, Niklas Lollo","doi":"10.1177/00081256211049827","DOIUrl":"https://doi.org/10.1177/00081256211049827","url":null,"abstract":"The Sustainable Apparel Coalition’s Facility Environmental Module (FEM) is one of the world’s most advanced “data-driven governance” initiatives. The FEM represents an important new strategy in the governance of Global Value Chains. This article reports on a multi-year study to evaluate how firms have implemented the FEM, and whether and under what conditions it leads to improvements in factory performance. It finds that while the FEM represents an important step in improving environmental measurement systems, the program currently acts like a “scale without a diet.” Companies are now better able to measure performance, but many have not implemented the mechanisms needed to motivate systematic improvements. This article offers recommendations for how to strengthen data-driven governance systems and explores their implications for managers.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"64 1","pages":"47 - 66"},"PeriodicalIF":10.0,"publicationDate":"2021-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47391045","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-16DOI: 10.1177/00081256211045993
P. McGrath, L. McCarthy, D. Marshall, J. Rehme
This article explores the role that technology plays in creating and fostering transparency in global supply chains. Transparency is deemed vital in the creation of sustainable and resilient supply chains and overall effective corporate governance. There are two distinct orientations toward the use of technology by multinational corporations (MNCs) in creating sustainability transparency within their global supply chains: control and relational. A control orientation views technology as a tool to gather the ever-increasing levels of sustainability data on supplier practices in an efficient, secure, and progressively automated manner. A relational orientation adopts a view where technology is a tool to help build social relations and improve dialogue and collaboration on sustainability throughout the supply chain. A key difference in the two orientations lies in the mindset of the MNC manager toward the development of supply chain sustainability transparency. The article illustrates the effective application of both approaches and offers advice to managers on the design choices they need to consider in choosing technologies.
{"title":"Tools and Technologies of Transparency in Sustainable Global Supply Chains","authors":"P. McGrath, L. McCarthy, D. Marshall, J. Rehme","doi":"10.1177/00081256211045993","DOIUrl":"https://doi.org/10.1177/00081256211045993","url":null,"abstract":"This article explores the role that technology plays in creating and fostering transparency in global supply chains. Transparency is deemed vital in the creation of sustainable and resilient supply chains and overall effective corporate governance. There are two distinct orientations toward the use of technology by multinational corporations (MNCs) in creating sustainability transparency within their global supply chains: control and relational. A control orientation views technology as a tool to gather the ever-increasing levels of sustainability data on supplier practices in an efficient, secure, and progressively automated manner. A relational orientation adopts a view where technology is a tool to help build social relations and improve dialogue and collaboration on sustainability throughout the supply chain. A key difference in the two orientations lies in the mindset of the MNC manager toward the development of supply chain sustainability transparency. The article illustrates the effective application of both approaches and offers advice to managers on the design choices they need to consider in choosing technologies.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"64 1","pages":"67 - 89"},"PeriodicalIF":10.0,"publicationDate":"2021-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41841678","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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