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Motivated by the severe impact of global supply chain disruptions and the lack of understanding of supply chain resilience from an SME exporter perspective in the international marketing literature, this paper sets out to explore how SME exporters achieve resilience through strategic choices related to sourcing and manufacturing during global disruptions.

The study adopts a qualitative, multiple-case-studies approach to identify the key strategic drivers and contextual factors influencing SME exporters’ supply chain resilience. Our study adopted an SME exporter perspective and featured an unprecedented global supply chain disruption context. New Zealand (NZ) was chosen as the key home country context for the participants of this study. Five NZ SME exporters were selected for our case studies.

This study redefines buffering, bridging and a mixed strategy for an SME exporter facing global supply chain disruptions. SME exporters with high situational control are likely to pursue a buffering strategy that reduces their resource dependence on foreign suppliers and their reliance on information support from these suppliers. In contrast, when the firm perceives little control over the supply chain, it will decide upon a bridging strategy that aims to build solid relationships with supply chain partners. Exporters opt for a mixed strategy when they do not see themselves clearly in high or low situational control.

As global disruptions arise and evolve, supply chain uncertainty and exporters’ sense of situational control manifest differently across industries, product lines, markets and sourcing countries. It is essential to understand that firms can choose a mixed strategy based on these supply chain conditions. While our study was fortuitously timed, conducting multi-country studies could provide more comparative insights that transcend national borders. Additionally, our study did not examine organizational and capability-based factors. Future research may benefit from exploring how an SME exporter develops strategic capabilities to achieve resilience over its lifetime.

Businesses see survival as the most pivotal concern during a global supply chain disruption. Many companies have had to make on-the-spot decisions about whether they should shift or redesign their supply chains in the middle of a global disruption. There is no “best strategy” for an SME exporter to take. Rather, managers should make strategic decisions based on how much control or influence they have over a particular part of their supply chain. The level of control is determined by the SME exporter’s overall resource dependencies and information needs in particular parts of their supply chain.

We adopt resource dependence theory and information processing theory to guide our study and place exporters' situational control in the centre of drivers to firms' strategic choices during global disruptions. We make a novel attempt to incorporate the contextual conditions of the COVID-19 pandemic into the theorization of supply chain resilience. We make managerial recommendations to help SME exporters navigate global supply chain disruption challenges.

This article focusses on the hybrid strategy, a simultaneous combination of cost leadership and differentiation strategy. The study aims to examine the impact of hybrid strategy on firm performance through its anticipated positive effects on process and product innovation. In addition, we study the moderating role of adaptive capacity in the direct relationships of hybrid strategy with process and product innovation.

Structural equation modelling was used to analyse 1,842 Spanish firms with fewer than 250 employees. We randomly selected small and medium-sized enterprises (SMEs) operating in Spain from the Spanish Central Business Directory (2021) database. The overall sample design was based on stratified sampling.

We found that hybrid strategy is positively related to firm performance and to process and product innovation. Additionally, in firms implementing hybrid strategies, process innovation fostered firm performance. Finally, adaptive capacity strengthened the relationships of hybrid strategy with process and product innovation. This sheds light on how and when hybrid strategy is most effective in fostering SME performance.

We highlight that SMEs need to establish strategies that use diverse resources and capabilities and not just generate competitive advantage using one strategy (cost leadership or differentiation strategy). This requires an agile and flexible systems and structures.

Our research provides novel results by proposing the adoption of hybrid strategies instead of pure strategies (cost leadership and differentiation strategy) as a way for SMEs to survive during crises. Unlike “stuck in the middle” strategies, our study demonstrates the importance of hybrid strategies in a comprehensive model that links them to innovation and firm performance, with adaptive capacity being a determining factor.

Given the contradictory findings of standardization/adaptation of marketing strategy in explaining export performance in the extant research, this study aims to examine the contingent effects of managerial ties and born global orientation in the standardized advertising-export performance conceptualization.

The study used two-respondent method in the survey research by a sample of 155 exporting firms operating in the industrial marketing based in Australia and New Zealand and applied hierarchical regression analysis to test the hypotheses.

The findings demonstrate that standardized advertising has a significant effect on export performance and this relationship is positively moderated by business ties. Such effect is particularly enhanced for born global firms (than nonborn global firms). However, political ties negatively influence the impact of standardized advertising on performance and such effect is stronger for born global firms.

A broader perspective of contingent variables should be included to examine the underlying relationship between standardized advertising and export performance in capturing the dynamism in international marketing contexts, such as institutional frameworks or sociocultural environments in host countries.

Standardized advertising is critical for born global firms’ export performance as it can increase efficiency and speed up internationalization processes. Such positive impact of standardized advertising on export performance is further enhanced if born global firms allocate resources to develop strong business ties with host country partners instead of building political ties with host country governments, because smooth business networking can facilitate standardized advertising on industrial marketing, yet justifiable political relations require intricate negotiations that often prolong internationalization progress.

This study incorporates managerial ties and born global orientation as contingent factors in fixing the theoretic interlock between standardization advertising strategy and export firm performance.

This paper aims to identify the combination of innovation determinants driving the creation of innovative products amongst market leaders and market followers in food and beverage (F&B) firms.

This research is based on the case study methodology by using two types of data sources: (1) semi-structured interviews with industry experts and (2) in-depth interviews with managers. In addition, a questionnaire adapted from prior research was used to consider market and firm types.

Suggesting an integrated theoretical framework based on firm-based factors and market-based factors, this study identified a combination of determinants significantly impacting innovative products in the market. Specifically, these determinants are competition intensity and innovation capability (a combination of research and development (R&D) investment and marketing capabilities). The study also examined how these determinants vary depending on whether the firms are market leaders or market followers.

This research provides practical insights for managers working in the F&B industry by using case studies and exploring the determinants of developing innovative products. In doing so, suitable strategies can be selected according to the market and firm situations.

The originality of the study is shown by focussing on how different combinations of market and firm factors could be applied in creating successful innovative products in the food sector.

The purpose of this study is to identify managerial perceptions, as well as individual and organizational contingencies, that influence the use of balanced scorecard (BSC) among SMEs.

This paper adopts a mixed methods approach to study the use of the BSC from a survey database of 414 SMEs across several industries in Portugal.

This paper shows the perceived benefits, reasoning and obstacles that managers face when using the BSC in SMEs. The BSC is not the first choice for strategic management control of most firms in the sample. Most SMEs in this study have an explicitly formulated business strategy. The results show that it is possible to implement the BSC in SMEs without a formalized strategy. Such findings seem to suggest that the use of the BSC may stimulate the formulation of strategies for those firms.

The use of fuzzy-set qualitative comparative analysis limits the generalization of the findings; nonetheless, the transparency of the report enables replication without restrictions.

This paper proposes that the size of the firm and the characteristics of the manager may compensate for the absence of a strategy to guide BSC use.

This paper advises a match between the stage of development of the SMEs strategy and the gender of the manager, which may have implications for recruitment purposes.

This study reports alternative configurations of individual and organizational conditions that lead to the use of the BSC in SMEs as well as configurations that prevent its use.

El propósito de este estudio es identificar las percepciones de los gerentes, así como las contingencias individuales y organizacionales, que influyen en el uso del BSC entre las PYMEs.

Adoptamos un enfoque de métodos mixtos para estudiar el uso del BSC a partir de una base de datos de encuestas de 414 PYMEs de varias industrias en Portugal.

Mostramos los beneficios percibidos, el razonamiento y los obstáculos que enfrentan los gerentes al utilizar el BSC en las PYMEs. El BSC no es la primera opción para el control de gestión estratégica de la mayoría de las empresas de la muestra. La mayoría de las PYMEs en este estudio tienen una estrategia comercial explícitamente formulada. Los resultados muestran que es posible implementar el BSC en PYMEs sin una estrategia formalizada. Estos hallazgos parecen sugerir que el uso del BSC puede estimular la formulación de estrategias para esas empresas.

Este estudio reporta configuraciones alternativas de condiciones individuales y organizacionales que conducen al uso del BSC en las PYMEs, así como configuraciones que impiden su uso.

El uso de la fsQCA limita la generalización de los hallazgos; no obstante, la transparencia del informe permite replicarlo sin restricciones.

Proponemos que el tamaño de la empresa y las características del gerente pueden compensar la ausencia de una estrategia que oriente el uso del BSC.

Aconsejamos hacer coincidir la etapa de desarrollo de la estrategia para las PYMEs y el género del gerente, lo que puede tener implicaciones a efectos de contratación.

O objetivo deste estudo é identificar as perceções dos gestores, bem como as contingências individuais e organizacionais, que influenciam o uso do BSC entre as PMEs.

Adotamos uma abordagem de métodos mistos para estudar a utilização do BSC a partir de uma base de dados de inquérito a 414 PMEs de diversas indústrias em Portugal.

Mostramos os benefícios percebidos, o raciocínio e os obstáculos que os gestores enfrentam ao usar o BSC nas PMEs. O BSC não é a primeira escolha para o controle estratégico de gestão da maioria das empresas da amostra. A maioria das PMEs neste estudo tem uma estratégia empresarial explicitamente formulada. Os resultados mostram que é possível implementar o BSC nas PME sem uma estratégia formalizada. Tais resultados parecem sugerir que a utilização do BSC pode estimular a formulação de estratégias para essas empresas.

Este estudo relata configurações alternativas de condições individuais e organizacionais que levam à utilização do BSC nas PMEs, bem como configurações que impedem a sua utilização.

O uso do fsQCA limita a generalização dos resultados; no entanto, a transparência do relatório permite a replicação sem restrições.

Propomos que o tamanho da empresa e as características do gestor podem compensar a ausência de uma estratégia para orientar o uso do BSC.

Aconselhamos uma correspondência entre o estágio de desenvolvimento da estratégia para as PMEs e o género do gestor, o que pode ter implicações para efeitos de recrutamento.

Supply chain revamping (SCR) is an important strategy for firms to improve their supply chain operations in a rapidly changing environment. The purpose of this study is to shed light on the impact of SCR on shareholder value.

Based on Signaling Theory and 184 SCR announcements published by US-listed firms from 2013 to 2018, this study employs event study methodology and empirically examines three issues: Antecedents of SCRs; Primary purposes and actions of SCRs; In addition to the impact of SCRs on shareholder value using stock returns, we also examined the factors that can influence the extent of stock returns.

Firstly, our results indicate that SCRs are primarily driven by firms’ poor prior performance, CEO turnover and external control threats (ECTs). Secondly, the stock market favors SCRs aiming to meet customer needs and those accomplished through network remodel. However, the market reacts negatively to SCRs aiming at cutting costs, improving poor performance, and those implemented through network trim. Finally, the cross-sectional analysis indicates that shareholders prefer firms operating in more competitive or faster-growing industries and those adopting an expansionist strategy than those adopting a streamlining strategy.

Our study provides managers with valuable insights into when firms can benefit from initiating SCRs not only by examining the purposes and actions of SCRs but also by examining the industry- and strategy-specific moderators. Our study illuminates the conditions under which SCR will positively affect shareholder value. Additionally, this study contributes to the existing literature by deepening the understanding of the impact of supply chain decisions on firm performance and identifying the marginal conditions under which the stock market will react positively to SCR announcements.

This research aims to analyse the perceptions of practitioners in three regions regarding the challenges faced by their firms during the pandemic, considered a black-swan event. It examines the strategies implemented to mitigate and recover from risks, evaluates the effectiveness of these strategies and assesses the difficulties encountered in their implementation.

In the summer of 2022, an online survey was conducted among supply chain (SC) practitioners in France, Poland and the St. Louis, Missouri region of the USA. The survey aimed to understand the impact of COVID-19 on their firms and the SC strategies employed to sustain operations. These regions were selected due to their varying levels of SC development, including infrastructure, economic resources and expertise. Moreover, they exhibited different responses in safeguarding the well-being of their citizens during the pandemic.

The study reveals consistent perceptions among practitioners from the three regions regarding the impact of COVID-19 on SCs. Their actions to enhance SC resilience primarily relied on strengthening collaborative efforts within their firms and SCs, thus validating the tenets of the relational view.

COVID-19 is (hopefully) our black-swan pandemic occurrence during our lifetime. Nevertheless, the lessons learned from it can inform future SC risk management practices, particularly in dealing with rare crises. During times of crisis, leveraging existing SC structures may prove more effective and efficient than developing new ones. These findings underscore the significance of relationships in ensuring SC resilience.

From a firm-centric perspective, this study aims to elaborate on the types of servitisation strategies that can support a firm’s circular ambitions by asking: What is the role of servitisation in narrowing, slowing and/or closing resource loops? And, how are resources and capabilities arranged to provide such strategic circular service offerings?

Drawing on the experiences of an international manufacturing company from a dynamic capabilities perspective, the study offers an analytical framework that goes inside the firm’s operationalisation of its service offerings to support circularity in terms of the strategic decisions made. This framework is later used to frame the findings.

The study highlights the case-specific feedback loops and capabilities needed to support circular transitions. Various resource and innovation strategies for circularity are combined along customer interfaces and in partnership with upstream actors. Yet, open innovation strategies are conditioned by physical distance to provide circular services in remote areas.

The main contributions are empirical, analytical, conceptual and practical. The servitisation framework for circularity connects prior servitisation-circularity research and provides an analytical tool for framing future studies. The study also expands the definition of open innovation in that closed innovations for circularity can be achieved through “open” information exchange in knowledge networks, as well as provides advice for similar large manufacturing companies.

This study focuses on the strategic choices made by industrial firms for circular service provision and emphasises the environmental benefits from such choices, in addition to the economic and customer benefits covered in extant servitisation research.

Despite the proliferation of cyberthreats upon the supply chain (SC) at large, knowledge on SC cybersecurity is scarce and predominantly conceptual or descriptive. Addressing this gap, this research examines the effect of SC cyber risk management strategies on integration decisions for cybersecurity (with suppliers, customers, and internally) to enhance the SC’s cyber resilience and robustness.

A research model grounded in the supply chain risk management (SCRM) literature, with roots in the Dynamic Capabilities View and the Relational View, was developed. Survey responses of 388 SC managers at US manufacturers were obtained to test the model.

An impact of SC cyber risk management strategies on internal cyber integration was detected, which in turn impacted external cyber integration with both suppliers and customers. Further, a positive effect of internal and customer cyber integration on both cyber resilience and robustness was found, while cyber integration with suppliers impacted neither.

Industry practitioners may adapt certain risk management and integration strategies to enhance the cybersecurity posture of their SCs.

This research bridges between the established domain of SCRM and the emergent field of SC cybersecurity by forming and testing novel relationships between SCRM-rooted constructs tailored to an SC cyber risks context.

The paper aims to analyse the construct of business model innovation (BMI) in the digital and sustainable landscape, investigating the key role of boundary strategies. The paper advances a comprehensive framework aimed at further understanding the overlap among digitalization, sustainability and BMI development, by a “boundary approach”.

The paper follows a theoretical approach based on an in-depth review of relevant literature on BMI, digitalization and sustainability as relevant megatrends and, boundary management. By critically integrating the literature, a framework is developed with the objective of supporting firms in the current transformation challenges.

The paper highlights the interplay among BMIs, megatrends and boundary management. The pressures and opportunities driven by the technological changes have made even more relevant the management of resources placed in the boundary area. Our study shows how firms can rethink their BMs in the digital and sustainable landscape by providing a boundary-based framework.

The framework offers insights and guidelines to help practitioners manage the change processes dictated by digitalization and sustainability. The authors encourage a focus on boundary resources/capabilities to increase the effective management of the digitalization and sustainability processes, to grasp the external stimuli driven by these two megatrends and to develop new/renewed BMIs.

This study emphasizes the importance of developing new BMIs in the current digital and sustainable landscape starting from the analysis of firm’s boundaries. The paper enriches the BMI literature supporting the enhancement of boundary management, leading firms to overcome challenges in the digital and sustainable landscape.