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Local food supply chain resilience to constitutional change: The Brexit effect

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Local food supply chain resilience to constitutional change : The Brexit effect. / Hendry, Linda Caroline; Stevenson, Mark; MacBryde, Jillian; Ball, Peter; Sayed, Maysara; Liu, Lingxuan.

In: International Journal of Operations and Production Management, Vol. 39, No. 3, 03.05.2019, p. 429-453.

Research output: Contribution to journalJournal article

Harvard

Hendry, LC, Stevenson, M, MacBryde, J, Ball, P, Sayed, M & Liu, L 2019, 'Local food supply chain resilience to constitutional change: The Brexit effect', International Journal of Operations and Production Management, vol. 39, no. 3, pp. 429-453. https://doi.org/10.1108/IJOPM-03-2018-0184

APA

Hendry, L. C., Stevenson, M., MacBryde, J., Ball, P., Sayed, M., & Liu, L. (2019). Local food supply chain resilience to constitutional change: The Brexit effect. International Journal of Operations and Production Management, 39(3), 429-453. https://doi.org/10.1108/IJOPM-03-2018-0184

Vancouver

Hendry LC, Stevenson M, MacBryde J, Ball P, Sayed M, Liu L. Local food supply chain resilience to constitutional change: The Brexit effect. International Journal of Operations and Production Management. 2019 May 3;39(3):429-453. https://doi.org/10.1108/IJOPM-03-2018-0184

Author

Hendry, Linda Caroline ; Stevenson, Mark ; MacBryde, Jillian ; Ball, Peter ; Sayed, Maysara ; Liu, Lingxuan. / Local food supply chain resilience to constitutional change : The Brexit effect. In: International Journal of Operations and Production Management. 2019 ; Vol. 39, No. 3. pp. 429-453.

Bibtex

@article{0b244d53edf04350b10f5bcecdee7193,
title = "Local food supply chain resilience to constitutional change: The Brexit effect",
abstract = "Purpose The purpose of this paper is to investigate how local supply chains prepare for and respond to the threats and opportunities presented by constitutional change, thereby building resilience. Design/methodology/approach Multiple case study analysis of 14 firms in the food sector is presented in the context of the UK's impending exit from the European Union (Brexit). Organisations studied include farmers, processors, retailers and non-government organisations (NGOs). Data from interviews and roundtable discussions has been interpreted using the dynamic capabilities perspective, covering the sensing, seizing, and transforming stages. Findings The data highlights the importance of both vertical and horizontal collaboration between supply chain actors as they seek to anticipate the impact of the disruption and influence the future shape of the constitution. There is also evidence to suggest firms in possession of dynamic capabilities can innovate to build resilience and enhance their competitive position. Characteristics of the disruption posed by constitutional change are identified and contrast with those of many other threats more typically described in the literature. As a result, the process of building resilience is different.Originality/value The first study of supply chain resilience to constitutional change and a rare empirical study of resilience across multiple supply chain tiers.",
keywords = "Supply chain resilience, Brexit, Constitutional change, Dynamic capabilities",
author = "Hendry, {Linda Caroline} and Mark Stevenson and Jillian MacBryde and Peter Ball and Maysara Sayed and Lingxuan Liu",
note = "This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.",
year = "2019",
month = "5",
day = "3",
doi = "10.1108/IJOPM-03-2018-0184",
language = "English",
volume = "39",
pages = "429--453",
journal = "International Journal of Operations and Production Management",
issn = "0144-3577",
publisher = "Emerald Group Publishing Ltd.",
number = "3",

}

RIS

TY - JOUR

T1 - Local food supply chain resilience to constitutional change

T2 - The Brexit effect

AU - Hendry, Linda Caroline

AU - Stevenson, Mark

AU - MacBryde, Jillian

AU - Ball, Peter

AU - Sayed, Maysara

AU - Liu, Lingxuan

N1 - This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.

PY - 2019/5/3

Y1 - 2019/5/3

N2 - Purpose The purpose of this paper is to investigate how local supply chains prepare for and respond to the threats and opportunities presented by constitutional change, thereby building resilience. Design/methodology/approach Multiple case study analysis of 14 firms in the food sector is presented in the context of the UK's impending exit from the European Union (Brexit). Organisations studied include farmers, processors, retailers and non-government organisations (NGOs). Data from interviews and roundtable discussions has been interpreted using the dynamic capabilities perspective, covering the sensing, seizing, and transforming stages. Findings The data highlights the importance of both vertical and horizontal collaboration between supply chain actors as they seek to anticipate the impact of the disruption and influence the future shape of the constitution. There is also evidence to suggest firms in possession of dynamic capabilities can innovate to build resilience and enhance their competitive position. Characteristics of the disruption posed by constitutional change are identified and contrast with those of many other threats more typically described in the literature. As a result, the process of building resilience is different.Originality/value The first study of supply chain resilience to constitutional change and a rare empirical study of resilience across multiple supply chain tiers.

AB - Purpose The purpose of this paper is to investigate how local supply chains prepare for and respond to the threats and opportunities presented by constitutional change, thereby building resilience. Design/methodology/approach Multiple case study analysis of 14 firms in the food sector is presented in the context of the UK's impending exit from the European Union (Brexit). Organisations studied include farmers, processors, retailers and non-government organisations (NGOs). Data from interviews and roundtable discussions has been interpreted using the dynamic capabilities perspective, covering the sensing, seizing, and transforming stages. Findings The data highlights the importance of both vertical and horizontal collaboration between supply chain actors as they seek to anticipate the impact of the disruption and influence the future shape of the constitution. There is also evidence to suggest firms in possession of dynamic capabilities can innovate to build resilience and enhance their competitive position. Characteristics of the disruption posed by constitutional change are identified and contrast with those of many other threats more typically described in the literature. As a result, the process of building resilience is different.Originality/value The first study of supply chain resilience to constitutional change and a rare empirical study of resilience across multiple supply chain tiers.

KW - Supply chain resilience

KW - Brexit

KW - Constitutional change

KW - Dynamic capabilities

U2 - 10.1108/IJOPM-03-2018-0184

DO - 10.1108/IJOPM-03-2018-0184

M3 - Journal article

VL - 39

SP - 429

EP - 453

JO - International Journal of Operations and Production Management

JF - International Journal of Operations and Production Management

SN - 0144-3577

IS - 3

ER -