A reflection on explanatory factors for COVID ‐19: A comparative study between countries

Santos

2021

JEPP

Self Cite

PurposeThis work aims to characterize the risks companies deal with in the context of a pandemic, and to ascertain which risk type is most present in Portuguese organizations. It is also intended to verify whether there are differences in the various risk types between companies that had or did not have a plan or strategy to act in a pandemic, such as the one caused by COVID-19.Design/methodology/approachA quantitative methodology was used, based on the application of a questionnaire survey targeting the Portuguese companies. The sample is composed of 1,647 Portuguese companies, which were queried through a questionnaire survey that analyses different risk types. Then, the software R was used to treat the results.FindingsThe results show that companies are exposed and vulnerable to uncertain events, and five risk types were formed: legal, image, financial, strategic and operational. There is a bigger concern about the management of financial risks.Practical implicationsAcademics and companies can become more aware and master the concept of risk and its different branches, which consequently favours the adoption of strategies to better manage and plan risk.Originality/valueThe literature on international businesses and their risks assumes that all crises are the same. However, the COVID-19 pandemic, besides causing a recession, obliges people and companies to adapt to a new scenario. Risks become more important to companies, in a way that had not been academically studied.

Section: Literature Reviewmentioning

confidence: 99%

Risk categorization in Portuguese organizations in times of the COVID-19 pandemic – an exploratory statistical analysis

Santos

2021

JEPP

Self Cite

“…The 2002–2004 severe acute respiratory syndrome (SARS) and 2009 AVIAN bird flu were largely concentrated in Asia and did not spread much to other parts of the world (Santos et al , 2021). The Middle East respiratory syndrome (MERS) also called camel flu started in 2012 but has largely been confined to the Middle East (Santos et al , 2021).…”

Section: Introductionmentioning

confidence: 99%

COVID-19 and public policy and entrepreneurship: future research directions

Ratten

2021

JEPP

Self Cite

PurposePublic policy has been an integral part of the response mechanisms used to manage the COVID-19 crisis. As a result, greater attention has been placed on policy planners in terms of how they can enact entrepreneurial ideas that help to alleviate the turmoil surrounding the COVID-19 pandemic. In this article, the crisis management literature is utilised as a way of understanding future research directions regarding entrepreneurial behaviour in the COVID-19 pandemic.Design/methodology/approachA review of the existing research on crisis management is conducted with the aim of identifying future research trends. Thus, this article will enable a better understanding of potential future research tracks such as (1) the consequences of the crisis, (2) environmental context, (3) empirical advancement and methodological change, (4) entrepreneurial marketing and branding, (5) crisis management, (6) policy and governance and (7) stress and wellbeing.FindingsThere a numerous ways research on COVID-19 can make theoretical, empirical and policy advancement. Therefore, an interdisciplinary perspective is required in order to consider alternative points of view regarding the link between COVID-19, entrepreneurship and public policy.Originality/valueThe ways research on COVID-19, entrepreneurship and public policy can be advanced are discussed in relation to the identified research tracks but also potential theoretical implications for new research.

Toros Üniversitesi İİSBF Sosyal Bilimler Dergisi

“…Appendix 2 indicates that three organizational competencies, which are leadership & decision making, resilience, and sustainability, and one organizational incompetency, which is vulnerability, take the attention. Due to the reason that crises require rapid and optimal decisions and strong leadership, it is logical for scholars to focus on leadership, decision making, and factors influential on decisions during COVID-19 (Gouglas, et al, 2019;Hughes, et al, 2020;Ocampo and Yamagishi, 2020;Zhang, et al, 2020;Sarkar and Clegg, 2021;Santos, et al, 2021;Yigitcanlar, et al, 2021;Farhan, 2021;Oruh, et al, 2021;Stoker, et al, 2021;Oliveira and Cunha, 2021;Petridou and Zahariadis, 2021;Hartwell and Devinney, 2021). Also, as discussed in the part related to supply chain management, resilience can be considered a critical organizational competency as well.…”

Section: Competenciesmentioning

confidence: 99%

Covid-19 Pandemisi Sırasında Stratejik Yönetim Literatüründe Neler Söylendi?

BİLGİÇ

AYDOĞAN

2022

Organizations are struggling with severe circumstances brought by COVID-19. When overly increased uncertainty and complexity in a pandemic are considered, strategic management has gained importance. Thus, researchers have focused on strategic management from different perspectives and this situation has led to that strategic management literature considering COVID-19 incredibly enlarged. Here, this research aims to show the architecture of the current literature and examine it with a holistic and critical perspective provided by using bibliometric analysis and critical systematic review concurrently. 226 articles were determined to represent the literature in two steps: (i) WOS search based on keywords and (ii) eliminating irrelevant articles by reading. To realize research aims, a twofold research method was adopted. By leveraging bibliometric analysis, the map of the current literature was shown. Then, a critical systematic review based on content analysis of 226 articles was carried out. Herein, more/less studied fields and future research directions were shared, and methods & levels of analysis of research were shared.