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Ozdemir D, Sharma M, Dhir A, Daim T (2022) Supply chain resilience during COVID 19 pandemic. Technol Soc 68:101847. https://doi.org/10.1016/j.techsoc.2021.101847 Rojo Gallego Burin A, Perez-Arostegui MN, Llorens-Montes J (2020) Ambidexterity and IT competence can improve supply chain flexibility? A resource orchestration approach. J Purch Supply Manag 26(2):1–15. https://doi.org/10.1016/j.pursup.2020.100610 Ponis, S. and Koronis, E. 2017. Disaster Supply Chain Management: Responsive Inter-organizational Networks Under Pressure. International Journal of Supply Chain Management. 6 (1), pp. 9-16.

Frederico GF (2021) Towards a supply chain 4.0 on the post-COVID-19 pandemic: a conceptual and strategic discussion for more resilient supply chains. Rajagiri Manag J. https://doi.org/10.1108/RAMJ-08-2020-0047 ( in press) Hollnagel E (ed) (2011) Resilience engineering in practice: a guidebook. Ashgate Publishing Ltd, Farnham In this article, the ambidexterity lenses are implemented to provide better understanding of SCRES and extend knowledge by explaining the evolution of SCRES strategies and practices during and after the COVID-19 outbreak. Consequently, the aim of this study is to answer the following research questions: Koronis, E. and Ponis, S. 2012. Introducing Corporate Reputation Continuity to Support Organizational Resilience Against Crises. Journal of Applied Business Research. 28 (2). https://doi.org//10.19030/jabr.v28i2.6850 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.Minatogawa V, Franco M, Durán O, Quadros R, Holgado M, Batocchio A (2020) Carving out new business models in a small company through contextual ambidexterity: the case of a sustainable company. Sustainability 12(6):1–34. https://doi.org/10.3390/su12062337

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 Ponis, S.T., Vagenas, G. and Koronis, E. 2010. Exploring the Knowledge Management Landscape: A Critical Review of Existing Knowledge Management Frameworks. in: Khosrow-Pour, M. (ed.) Information Resources Management: Concepts, Methodologies, Tools and Applications IGI Global. pp. 44-68 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 2017The interviews were held between 6 March and 28 June 2020. The expert interviews collected during the research study were transcribed and pre-processed for coding purposes. Appendix 1 includes a dataset containing the respondent's designation along with quotes of statements directly relevant to the focus of the study. Quoted extracts from the interviews were transcribed and coded into unified and numbered SC practices. The structured data were subjected to a deeper analysis. Data analysis Recent studies have investigated the SCRES from various aspects (Aslam et al. 2020). Organizational ambidexterity (OA) is a new concept that gives original insights into SCRES. It refers to contradictory dualities such as efficiency (exploitation) and flexibility (exploration) (Severgnini et al. 2019). Some researchers indicate that OA becomes a paradigm for an organization facing complexity and uncertainty of the environment (Claudia and Mihaela 2019), required to sustain organizational success in a turbulent environment (O’Reilly and Tushman 2008), or even to ensure long-term survival in uncertain, volatile and rapidly evolving industries (Hansen et al. 2019). However, the understanding of the OA significance in creating SCRES remains limited. The research on this issue is relatively scarce (Aslam et al. 2020). Additionally, prior studies on SCRES are mainly theoretical (Ali et al. 2017) without overall assessment of practices under exploitation and exploration dimensions. Furthermore, only few studies recognize this issue in times of such strong turbulence as the COVID-19 pandemic caused (Ali et al. 2021; Ozdemir et al. 2022). In addition to launching their online activities, companies should also think about preparing their employees properly. Investing in the development of employees' digital skills is essential, as working from home could become a daily reality for many professions even after the end of the pandemic. Partanen J, Kohtamäki M, Patel PC, Parida V (2020) Supply chain ambidexterity and manufacturing SME performance: the moderating roles of network capability and strategic information flow. Int J Prod Econ 221:1–12. https://doi.org/10.1016/j.ijpe.2019.08.005 Our company sells through two channels: in-store pharmacies and online sales. With the development of the pandemic, it began to develop product categories that were previously not in demand. The categories such antibacterial gels, gloves, masks, visors were until now practically a forgotten assortment. There was no demand for these products. This changed practically overnight. The category buyer had to research the market in depth and really build an offer for the consumer from scratch. At the present time, this product category shows potential to catch up in sales. If not for the pandemic this category would definitely not have become the leading and mainly sales generating category. Once the pandemic is over, the category is still to be maintained, as it is assumed that people will become more aware of taking care of their safety and will develop the habits of disinfecting, using gloves and masks in everyday life.