Reshaping Organisations and Supply Chains in a Polycrisis Era: Interdependent Climate, Geopolitical, Economic and Technological Shocks

Éditeurs invités

• Hugo Lam, affiliation required but not provided
• Jens Roehrich, affiliation required but not provided
• Martin C. Schleper, affiliation required but not provided
• Shuang Ren, affiliation required but not provided
• Soumyadeb Chowdhury, affiliation required but not provided

Synthèse

Over the last decade, managers, policymakers, scholars, and society at large have grappled with an escalating series of interconnected shocks: climate emergencies, geopolitical tensions, economic volatility and rapid technological disruption. What distinguishes the current era is not simply the frequency or severity of these shocks, but their deep interdependence, which is likely to prolong their effects for decades. Climate events often trigger food insecurity that fuels political instability; geopolitical conflict reshapes energy markets and trade flows; and technological breakthrough creates new vulnerabilities even as it may offer new capabilities. These dynamics do not unfold in isolation, but very often interact, amplify one another, and cascade across organisational boundaries and supply chains to impact sectors, regions and continents.

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Thèmes proposés

• Leadership, stakeholder, and identity under polycrisis - What leadership, human systems, and micro-foundations are required to navigate entangled crises across levels and time horizons?
• Leadership, stakeholder, and identity under polycrisis - How do organisations and supply chains maintain legitimacy when actions addressing one crisis exacerbate another?
• Leadership, stakeholder, and identity under polycrisis - How does polycrisis reshape (inter-) organisational identity and stakeholder expectations?
• Understanding interacting disruptions/shocks and cascading failures - How do climate, geopolitical, economic and technological crises interact to generate cascading disruptions across global supply chains?
• Understanding interacting disruptions/shocks and cascading failures - What mechanisms explain how a localised shock propagates/ripples through multi tier networks and across sectors and/or regions?
• Understanding interacting disruptions/shocks and cascading failures - How do organisations perceive, prioritise and make sense of simultaneous crises, and how does this shape their operational and strategic responses?
• Rethinking resilience, risk, and adaptation during a polycrisis - How should resilience be operationalised when disruptions are interacting rather than being discrete?
• Rethinking resilience, risk, and adaptation during a polycrisis - What capabilities enable organisations to anticipate and/or mitigate cascading risks?
• Rethinking resilience, risk, and adaptation during a polycrisis - What forms of adaptation prove most effective when crises overlap and/or reinforce one another?
• Role of technology, innovation, and societal forces in polycrisis - How do organisations leverage technological innovation to simultaneously pursue climate resilience, social justice and economic viability under overlapping crises?
• Role of technology, innovation, and societal forces in polycrisis - How do supply chain decisions made under polycrisis conditions shape long term societal resilience and sustainability?
• Role of technology, innovation, and societal forces in polycrisis - What new forms of coordination emerge when organisations, governments and civil society actors confront multi level, multi actor disruptions?