The landscape of operations management is transforming as we navigate the post-crisis recovery into the “new normal” (Alexander et al., 2022). The dynamic and interconnected nature of contemporary supply chains necessitates reassessing objectives, paradigms and practices. As operations management transitions, it is imperative to embed resilience, sustainability and adaptability within systems thinking approaches (Holgado et al., 2024). This special issue features a selection of papers presented at the 2023 EurOMA conference, themed “A Systems Lens on Operations.” They embrace this perspective, urging scholars and practitioners to explore cross-functional and transdisciplinary collaborations that position operations and supply chain management within broader ecosystems.
Crises such as the COVID-19 pandemic, geopolitical disruptions and economic volatility have underscored the vulnerabilities inherent in traditional supply chain structures (Browning et al., 2023). Consequently, research must move beyond static models and isolated process improvements toward integrative frameworks that accommodate complexity, interdependence and systemic adaptability. Health systems, disaster logistics and event logistics exemplify ecosystems where critical insights into preparedness and resilience can be drawn. The studies in this special issue contribute to this discourse, providing novel perspectives on contemporary operations management challenges and opportunities.
Geopolitical disruptions and supply chain structural ambidexterity
Moradlou et al. (2025) explore the strategic responses of multinational enterprises to uncertainties caused by geopolitical disruptions, such as Brexit, the USA-China trade war, and the COVID-19 pandemic. Through an inductive theory-elaboration approach and extensive executive interviews, the study identifies three modes of supply chain structural ambidexterity: (1) partitioning internal subunits, (2) reconfiguring supplier networks and (3) creating parallel supply chains. Their findings offer a managerial framework for firms seeking to navigate geopolitical instability through adaptive supply chain strategies.
Digitally enabled circular ecosystems – a supply network and resource pooling lens
Rossi and Srai (2025) explore the use of digital technologies in enabling circular ecosystems. Through a multiple case study analysis spanning diverse industries, including textiles, batteries and remanufacturing, the authors identify three circular ecosystem archetypes and their related governance modalities: consortia-based information pooling for resource recovery, intermediary-enabled material and financial pooling for remanufacturing and platform-driven information, material and financial pooling for resource optimisation The research underscores the importance of stakeholder collaboration and engagement, data accessibility and policy coherence in fostering successful circular ecosystems, offering valuable insights for academics, practitioners and policymakers alike to build more sustainable and resilient supply chains.
Impact of nexus supplier transparency on buyer ESG risk exposure
Diego and Montes-Sancho (2025) analyse the role of second-tier nexus supplier transparency in mitigating buyer environmental, social and governance (ESG) risk exposure. Using data from focal buyer firms and their supply networks, the study distinguishes between informational, monopolistic and operational nexus suppliers, revealing the dual impact of transparency. While informational transparency reduces ESG risks, monopolistic transparency presents a double-edged sword, benefiting buyers with high accessibility while increasing risks for those with limited network access. This research challenges traditional focal buyer-centric models, advocating for decentralised transparency mechanisms in multi-tier supply networks.
Innovation complexities in the supply network
Malacina and Lintukangas (2025) delve into the heart of complexity theory, employing a methodological bricolage approach to dissect a supply network of 36 firms. By examining relational, temporal, dynamic, operational and structural innovation complexities and attractors (long-term underlying patterns that often appear naturally and anchor the actors’ behaviour), the authors provide a comprehensive perspective on how these elements interact to influence adaptive innovation processes. Their conceptual framework and working propositions offer a detailed understanding of the interplay between order and chaos, ultimately contributing to a more nuanced understanding of supply networks as complex adaptive systems and providing actionable insights for academics and practitioners seeking to navigate the turbulent waters of post-crisis recovery and beyond.
Conclusion
As operations management adapts to the complexities of post-crisis recovery, we advocate for a systems perspective (Wieland, 2021). The research featured in this special issue underscores the imperative of resilience, innovation and sustainability in contemporary supply chain and operations management. By integrating systemic adaptability, collaborative frameworks and future-oriented modelling, scholars and practitioners can drive the evolution of operations toward more robust, prepared and responsive supply ecosystems.
We hope this collection of studies stimulates further inquiry and encourages more profound engagement with the systemic intricacies of operations and supply chain management in an increasingly uncertain world.
