The COVID‐19 outbreak has significantly altered the conditions of the workforce in operation on an unprecedented scale with companies being pressured to operate digitally and remotely under volatile and unpredictable circumstances. This qualitative study aims to ascertain the (i) key determinants derived from workforce management post‐COVID and (ii) the organizational potentialities and barriers among Malaysian multinational corporations (MNCs) for a holistic understanding of the local workforce post‐pandemic. Four themes (business disruption and operational changes, technology, work from home or WFH, and organizational support) were highlighted using thematic analysis. The current research has offered pivotal insights into and recommendations on operations management opportunities and future study avenues.

Lack of safety participation in Occupational Safety, Health and Environment Management System (OSHMS) has exposed employees to high risk of work hazards resulting in high occupational accidents. This does not only affect employee’s morale towards work, but employer also needs to bear the cost of recovery and its effect to its reputation. This study was carried out to determine the relationship of safety capital (management safety commitment, safety training, extrinsic reward, intrinsic reward, employee involvement, safety communication and safety advice) and safety participation in OSHMS using the resource-based view (RBV) and knowledge-based view (KBV) theories. A total of 100 responses were collected from Malaysian manufacturing firms certified with OSHA18001. Data were analysed using the Smart Partial Least Square (SmartPLS). Results showed that safety training, extrinsic reward and employee involvement directly affect safety participation in OSHMS but not Management Safety Commitment, Intrinsic Reward and Safety Communication. However, Management Safety Commitment and Safety Communication indirectly affect safety participation in OSHMS moderated by high safety advice. As a managerial implication, this research showed that the role played by the safety officers represented by the safety advice is important in enhancing the safety practices and commitment in place to result in a successful safety participation in OSHMS.

The recent global outbreak of COVID-19 has created a huge global crisis, breaking down many global supply chains. Decision makers in the supply chain are faced with very challenging situation as the application of supply chain resilience mechanisms are questionable and unreliable during the post pandemic. Hence, leaving them to continue learning new ways to cope, adapt and mitigate the risk to navigate through the uncertainties. This imply that knowledge, skills, abilities and competencies of decision makers have become the centre stage for organizations' survival and sustainability.The purpose of this paper is to identify the key factors that influence decision making competency in the supply chain of the Malaysian manufacturing firms. This is a conceptual paper focusing on developing a theoretical framework through the integration of the behavioural decisional theory and competency model. The theoretical framework with respect to the construct of decision making competency are elaborated. This paper hopes to provide a valuable pragmatic framework and roadmap for managerial decision-making in the context of supply chain. By understanding the supply chain decision-making in operations, this can help to contribute to de-risking of supply chain beyond the usual risk response into the proactive reduction of risks for future supply chain sustainability.