個案總覽

Corporate transparency is an aspirational ideal that is very difficult to achieve because organizations can never be completely transparent. As a result, effective management of transparency requires managers to carefully balance transparency with the need for secrecy. This article describes the complex nature of transparency and demonstrates how attempts to balance transparency with secrecy result in three different kinds of transparency - rationalized, ceremonial, and decontextualized. Effective transparency management requires managers to avoid simply dumping information, use new technology strategically, engage their audiences creatively, avoid overpromising and underdelivering, and attend carefully to how transparency is measured.

Supply-chain disruptions caused by the COVID-19 pandemic are of unparalleled magnitude because of a confluence of circumstances: a sudden rise in demand for some products, unforeseen shifts in demand points, supply shortages, a logistical crisis, and an unprecedentedly quick recovery in major economies. This article maps the changes that will occur in supply-chain planning and management in a post-COVID-19 world. It also reflects on the articles included in this special issue and draws key conclusions about how configurations of global supply chains might change. Automation and digitalization are likely to play a key role in these transitions.