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 Reactive SCRES strategy based on exploration The essence of this strategy is taking corrective actions in response to disruptions, based on solutions that go beyond the resources of the SC. Most pre-pandemic practices that were “reactive exploration” have evolved towards proactive solutions.

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 Raisch S, Birkinshaw J, Probst G, Tushman ML (2009) Organizational ambidexterity: balancing exploitation and exploration for sustained performance. Organ Sci 20(4):685–695. https://doi.org/10.1287/orsc.1090.0428

KPMG (2020) Building supply chain resilience through digital transformation. Retrieved September 5, 2020, from https://assets.kpmg/content/dam/kpmg/xx/pdf/2020/06/building-supply-chain-resilience-through-digital-transformation.pdf 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

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.2010.498141Pertheban T, Arokiasamy L (2019) The relationship between supply chain resilience elements and organisational performance: the mediating role of supply chain ambidexterity. Glob Bus Manag Res 11(1):583–592 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). Recognizing the likelihood of unexpected implications allowed purchasing, production and sales priorities to be set correctly. Koronis, E. 2008. Narratives of organizational crises in the mass media: the VIOXX case. Journal of Strategy and Business Studies. 10 (1), pp. 12-27.