Yannopoulou, N., Koronis, E. and Elliott, R. 2011. Media amplification of brand crisis and its affect on brand trust. Journal of Marketing Management. 27 (5-6), pp. 530-546. https://doi.org/10.1080/0267257X.2010.498141 Koronis, E. 2010. Managing the Risk of Knowledge Transfer in Outsourcing Organizations. in: Ponis, S. (ed.) Managing Risk in Virtual Enterprise Networks: Implementing Supply Chain Principles Business Science Reference. pp. 238-261 Koronis, E. and Illes, K. 2017. Leading Voluntary Organisations: an investigation of patterns, narratives and the value of authenticity . Voluntary Sector Studies Network Conference -
Leadership Stream
. The Open University, UK 23 - 23 Nov 2017 Zhaxylyk S (2020) Organizational ambidexterity and resilience: empirical evidence from uncertain transition economic context. Press Academia Procedia 11(1):47–51. https://doi.org/10.17261/Pressacademia.2020.1238 What is the impact of the COVID-19 pandemic on your corporate strategy and business model? Is your company considering any changes to them in the post-pandemic period? If so, what changes do you envisage?

The ambidexterity concept can be implemented in SCM by developing practices, which help in both exploiting current competencies and exploring new ones. Generally, exploitation is focused on activities that help to transform resources into commercial ends (Pertusa-Ortega and Molina-Azorín 2018), improve existing operational processes (Blindenbach-Driessen and Van Den Ende 2014), components (Benner and Tushman 2002) and product-market domain (He and Wong 2004). According to March ( 1991), exploitation concerns refinement, efficiency, control and implementation (Blindenbach-Driessen and Van Den Ende 2014). It is related to exploiting existing strengths and using known solutions (Martin et al. 2019). Exploitation enables an organization to stay strong in actual activities (Blindenbach-Driessen and Van Den Ende 2014). Exploitation can be achieved by using the existing organizational resources and routinization (Aoki and Wilhelm 2017). Examples of exploitation activities applied to SC resources include supplier development, supplier qualification and automation of cross-organizational tasks (Rojo Gallego Burin et al. 2020). They are aimed at maintaining relationships with current suppliers, searching for SC solutions using the existing resources and leveraging current SC technologies (Lee and Rha 2016). Exploitation focusses on short-term benefits and measurable targets like cost reduction, reliability, risk reduction and the overall efficiency of the supply chain (Partanen et al. 2020). In the organizational learning approach, exploitation is related to the acquisition of knowledge by seeking, selection, processing of information and the betterment of existing routines through experience (Baum et al. 2000; Rojo Gallego Burin et al. 2020). Activities using the existing knowledge base are intended to refine current processes and technologies (Güemes-Castorena and Ruiz-Monroy 2020). 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 Kamalahmadi M, Parast MM (2016) A review of the literature on the principles of enterprise and supply chain resilience: major findings and directions for future research. Int J Prod Econ 171:116–133. https://doi.org/10.1016/j.ijpe.2015.10.023 The huge downturn caused by the COVID pandemic will certainly prompt companies to diversify their suppliers. By concentrating all production in China and other Asian countries, we have faced, for example, a crisis in access to medicines (production of all ingredients and substances needed for the pharmaceutical industry is carried out in China) and the automotive and computer industries were also threatened by the downturn (deliveries of prefabricated and semi-finished products, etc., stopped at Chinese ports). European Economic Forum on 3–4 December 2020, https://forum.lodzkie.pl/en/european-economic-forum-lodzkie2020/,

Ali A, Mahfouz A, Arisha A (2017) Analysing supply chain resilience: integrating the constructs in a concept mapping framework via a systematic literature review. Supply Chain Manag Int J 22(1):16–39. https://doi.org/10.1108/SCM-06-2016-0197 Tukamuhabwa B, Stevenson M, Busby J (2017) Supply chain resilience in a developing country context: a case study on the interconnectedness of threats, strategies and outcomes. Supply Chain Manag 22(6):486–505. https://doi.org/10.1108/SCM-02-2017-0059 Procurement for sustainable growth. Procon/Polzak 2020 on 19–20 October 2020, http://konferencja-proconpolzak.pl/en/home-2019-en/,

COVID-19, Supply Chain Resilience and Global Trade, Center for Global Development Webinar on 4 December 2020, https://www.cgdev.org/event/covid-19-supply-chain-resilience-and-global-trade.Ivanov D (2020a) Predicting the impacts of epidemic outbreaks on global supply chains: a simulation-based analysis on the coronavirus outbreak (COVID-19/SARS-CoV-2) case. Transp Res 136:101922. https://doi.org/10.1016/j.tre.2020.101922 Purchasing leaders were challenged to make decisions that would allow the company to weather this period least severely. The first task for the purchasing departments was to cut costs sharply, as purchasing and the organization of the supply chain were responsible for around 50%-80% of costs in the organization. It was important to guarantee liquidity and financial stability in view of rising transport prices and increased production costs. Cottrell T, Nault BR (2004) Product variety and firm survival in the microcomputer software industry. Strateg Manag J 25(10):1005–1025. https://doi.org/10.1002/smj.408 Hollnagel E, Woods D, Leveson N (eds) (2006) Resilience engineering: concepts and precepts. Ashgate Publishing Ltd, Farnham We received information from suppliers about difficulties caused by staffing in their companies. They asked us to combine deliveries and warned of extended lead times. We have also definitely minimized overseas deliveries.

Iborra M, Safón V, Dolz C (2020) What explains the resilience of SMEs? Ambidexterity capability and strategic consistency. Long Range Plan 53(6):1–15. https://doi.org/10.1016/j.lrp.2019.101947 OA can be implemented in a variety of ways. Most common approaches are: sequential ambidexterity, structural ambidexterity and contextual ambidexterity (O’Reilly and Tushman 2013; Ossenbrink et al. 2019). Sequential and structural approaches try to overcome generic conflict between exploration and exploitation through separation of those activities. In former approach, it is temporal separation and in latter approach structural separation (Tushman and O’Reilly 1996; Birkinshaw and Gibson 2004). In contextual approach, employees make choices between alignment-oriented and adaptation-oriented activities in their day-to-day work. That is some kind of temporal separation of activities, but emerging on individual level (Birkinshaw and Gibson 2004). Different studies proved that organizations apply in distinct configurations discussed approaches to ambidexterity (Fourné et al. 2019; O’Reilly and Tushman 2013). However, regardless of the approach, OA means implementing both exploration and exploitation practices.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 Amah E, Onwughalu OO (2017) Ambidexterity and organizational resilience of telecommunication firms in Port Harcourt, Rivers State. Arch Bus Res 5(11):27–34. https://doi.org/10.14738/abr.511.3821 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 Linton T, Vakil B (2020) Coronavirus is proving we need more resilient supply chains. Retrieved March 18, 2020, from https://hbr.org/2020/03/coronavirus-is-proving-that-we-need-more-resilient-supply-chains Koronis, E. and Ponis, S. 2018. A Strategic Approach to Crisis Management and Organizational Resilience. Journal of Business Strategy. 39 (1), pp. 32-42. https://doi.org/10.1108/JBS-10-2016-0124

Chowdhury P, Paul SK, Kaisar S, Moktadir MdA (2021) COVID-19 pandemic related supply chain studies: a systematic review. Transp Res 148:102271. https://doi.org/10.1016/j.tre.2021.102271 As shopping during the pandemic was made significantly more difficult for consumers, we decided to expand our business to include online sales, introducing new technological tools. Pires Ribeiro J, Barbosa-Povoa A (2018) Supply chain resilience: definitions and quantitative modelling approaches—a literature review. Comput Ind Eng 115:109–122. https://doi.org/10.1016/j.cie.2017.11.006What changes is the pandemic causing in business processes within your company’s SCM? Which of them have been developed during the pandemic and will be continued after it? 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 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.