PurposeCoronavirus Disease 2019 (COVID-19) is a pandemic with unique regional logistics management (RLM) challenges to respond to the chaos created by the crisis and to restore normality for operations and supply chains in home nations. The purpose of this article is to explore RLM in times of crisis from the perspective of public authorities responsible for combating the COVID-19 pandemic. The article also discusses the significance of crisis-driven RLM for humanitarian logistics and supply chain (HLSC) management.Design/methodology/approachGrounded on an inductive case study logic and guided by a constructivist perspective, this research involves semi-structured interviews with 15 managers and strategists responsible for the RLM of COVID-19 to capture lessons learnt so far from mitigating the transmission and spread of COVID-19. Underpinning the research is a conceptual RLM model premised on coordination, communication, and containment mechanisms (the 3Cs of crisis-driven logistics), as crisis response.FindingsThe study finds that the triggering of regional logistics in times of crisis for the COVID-19 case involves taskforce teams with centralisation for crisis readiness, information infrastructure with digitalisation for crisis protocols, and capacity calculations with orchestration for crisis scenarios. The study also finds that navigating the challenges for the 3Cs of crisis-driven logistics entails forward-thinking leadership for culture-based commitments, first-hand clarity for compliance-based campaigns, and far-reaching solidarity for compassion-based contributions.Originality/valueThis article addresses the gap in knowledge on RLM and potential priorities that underpin crisis-driven RLM strategies for HLSCs. The research is original in its argument for regional perspectives on logistics strategies that contribute to the “viability” and “integrity” of HLSCs. The research also uniquely focuses on RLM in times of crisis and proposes a conceptual RLM model of strategies for enhancing HLSCs.

It is inconceivable to achieve Sustainable Development Goals (SDGs) at the national level without accomplishing them locally. In the Arab region, municipalities face challenges to meet a widening gap between expenses and revenues. Securing a locally based sustainable financing model is of paramount importance. Wāqf is a value-based funding model that can offer new opportunities for sustainable financing to achieve SDGs locally. It agrees with Islamic law with the intent to promote social cohesion. The paper examines whether Wāqf, as a financing modality, is a Social Innovation (SI) model and its potential to finance development at the local level. The research method applied in this paper is qualitative. The authors compiled over 50 published articles, books, and reports covering the Wāqf and SI. The paper attempts to establish and explain linkages between Wāqf and both SI and SDGs. Content analysis using qualitative data analysis software is the research technique the researchers applied. The paper argues that Wāqf is an SI model. It can fund municipal initiatives that contribute to achieving SDGs. Results reveal linkages between Wāqf and SI and show that they contribute to sustainable development in human settlements. Besides, they both play a decisive role in fostering social equity, economic development, and environmental sustainability. Wāqf is a value-based financing model that satisfies the conditions and attributes of SI. Wāqf is an instrumental tool for financing development and supporting the attainment of SDGs in cities and municipalities. To harness the potential of Wāqf as an enabler for SDGs, organizational and business model innovation are needed to ensure transparency, accountability, and organizational learning.

In this paper, we explore preparedness strategies for the initial response to crisis-driven innovation, in the context of the Coronavirus Disease 2019 (COVID-19) pandemic. Using insights from semi-structured interviews with public health strategists, we apply analytic induction to investigate preparedness to innovate, and the main forms of crisis-driven innovation applied in the initial COVID-19 response. We thematically analyze measures of preparedness for the initial COVID-19 response and propose a framing aimed at boosting readiness for crisis-driven innovation. Our study finds themes on COVID-19 preparedness strategies involving combat-inspired public policies from assessed security, cyclic-oriented public projections of actionable safeguards, and continuity-driven public provisions for anticipated situations. The study also captures themes on crisis response as crisis-driven innovation in relation to digitalized, integrated, and tailored public services, initiatives, and systems. Our paper concludes with discussions on the implications of innovation intelligence for crisis preparedness, “ripple-inspired inside-out” view of crisis-driven innovation, “response as innovation” framings, and suggestions for further studies.