Table 1 Paradoxes/tensions and responses... | Emerald Publishing

Table 1

Paradoxes/tensions and responses in small-series production and high-cost contexts

Paradox category (Smith and Lewis, 2011)	Key paradoxes/tensions and responses^a in small-series production and high-cost location decisions
-Elements/themes from supply chain management (adapted from Zhang et al., 2021)
Performing tensions -Service (e.g. lead time) -Specific (e.g. innovation) -Sustainability (e.g. resource efficiency, well-being) -Overall (e.g. value, supply chain performance) -Cost -Investment (e.g. IT investments) -Forecast	-Cost vs Quality, Delivery, Flexibility (customization and/or high-cost location) -Cost vs Service-lead time/enhanced value (customization and/or high-cost location)	Pal et al. (2018), Suzić et al. (2018) and Suzić and Forza (2021) Macchion and Fornasiero (2020), Mirzaei et al. (2021) and Sandberg (2017)
	Performing tension responses -Synthesis-Mass customization -Separation-Balancing local and global sourcing/production (customization and standard products)	Suzić et al. (2018), Suzić and Forza (2021) and Zhang et al. (2019) Macchion and Fornasiero (2020) and Sandberg (2017)
Performing-organizing tensions	-Cost/performance vs Unique/craft manufacturing product-processes (flexibility and customization enablers/antecedents)	Duray et al. (2000), Mirzaei et al. (2021), Pal et al. (2018) and Salvador et al. (2015)
Performing-organizing tensions	Performing-organizing tension responses -Synthesis-Mass customization	Duray et al. (2000)
Organizing tensions -Collaboration (e.g. supply chain integration and coordination) -Efficiency and control (e.g. automation, trust for control, supply chain transparency, traditional forms of organizing) -Exploration (e.g. flexibility, creativity, new forms of organizing) -Competition -Other (e.g. unique/craft manufacturing)
Learning tensions -New (e.g. knowledge in new relationships, product/process innovation) -Present (e.g. analytics capabilities) -Old (e.g. learning in old relationship)
Belonging tensions -Single entity (e.g. individual preference or expertise) -Multiple entities (e.g. collective/group, supply chain stakeholders)

^a Categorized according to definitions from Poole and Van de Ven (1989)