Firms have increasingly relied on information technology (IT) to remain agile in today's hypercompetitive business environment. Drawing on the organizational inertia theory and literature on IT-enabled agile, this study examines the relationship between organizational inertia, IT ambidexterity (i.e., IT exploration and exploitation), and organizational agility. Quantitative data were collected from 326 respondents through a questionnaire survey in China and analyzed using the partial least squares structural equation modeling. Results show that organizational agility is negatively influenced by organizational inertia, whereas IT exploration and exploitation positively related to organizational agility and IT exploitation is the dominant force. Furthermore, IT exploration and exploitation partially mediate the relationship between organizational inertia and agility. These findings offer new theoretical perspectives on organizational agility and guide practitioners to deal with related inertia issues to effectively improve organizational agility.

After the outbreak of COVID-19 pandemic, devising an effective reverse logistics supply chain to clean up disaster medical waste is conducive to controlling and containing novel coronavirus transmission. Thus, the focus of this paper concentrates on multi-period multi-type disaster medical waste location-transportation integrated optimization problem with the concern of sustainability, which is formulated as a tri-objective mixed-integer programming model with the goals of maximizing total economic benefits, minimizing total carbon emissions and total potential social risks. Then, a real-world case from Wuhan using CPLEX solver is used to validate the developed model. Results indicate that constructing DMWTTSs with flexible capacity in different periods is encouraged to handle the sharply increasing disaster medical waste. The multi-period decision model outperforms the single-period one in disaster medical waste supply chains because the former has the capability of handling the uncertainties in the future periods. Increasingly, since the increase of budget doesn’t always work well and social resources are limited, the estimation of minimum budget to obtain optimum overall performance is of great importance.

Timely components replenishment is the key to ATO (assemble-to-order) supply chain operating successfully. We developed a production and replenishment model of ATO supply chain, where the ATO manufacturer adopts both JIT and (Q,r) replenishment mode simultaneously to replenish components. The ATO manufacturer’s mixed replenishment policy and component suppliers’ production policies are studied. Furthermore, combining the rapid global searching ability of genetic algorithm and the local searching ability of simulated annealing algorithm, a hybrid genetic simulated annealing algorithm (HGSAA) is proposed to search for the optimal solution of the model. An experiment is given to illustrate the rapid convergence of the HGSAA and the good quality of optimal mixed replenishment policy obtained by the HGSAA. Finally, by comparing the HGSAA with GA, it is proved that the HGSAA is a more effective and reliable algorithm than GA for solving the optimization problem of mixed replenishment policy for ATO supply chain.

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Internet has revolutionized distribution channels. Online orders are forwarded to the brick-and-mortar store to make the fulfillment, which is a new distribution strategy in a dual-channel supply chain. However, there is little research on the value of using such distribution strategy in dual-channel setting. To fill this gap, this article considers a manufacturer marketing a product through a dual-channel supply chain, comprised of an online channel and an offline retail channel. We develop a game theory model to investigate the pricing decisions and the distribution strategies, as well as to examine the impacts of the new distribution strategy on price competition and the dual-channel supply chain member's profits. By comparing the results of the traditional distribution strategy and the new distribution strategy, we find that the new distribution strategy can soften price competition when the proportion of the revenue generated by the direct channel is high enough, while if the proportion is low enough, it may intensify price competition. We also find that the supply chain members can achieve a win-win situation when the wholesale price is higher, and the proportion is greater under the new distribution strategy.