A System View to the Risks of COVID-19 Vaccination Projects

Sorooshian, Shahryar; Abbaspour, Afshin; Jahan, Ali

doi:10.3390/asi5010020

Cited by 5 publications

(5 citation statements)

References 34 publications

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“…They then met health personnel who were eager to earn extra money through corrupt behaviors. Corruption in the acquisition of COVID-19 cards not only in Zimbabwe, but in other countries has also been noted by other scholars (Maketo and Mutizwa, 2021;Tshabangu and Salawu, 2021;Sorooshian et al, 2022).…”

Section: Obtaining a Vaccination Card Fraudulentlymentioning

confidence: 64%

Get vaccinated or else…employees’ perspective on mandatory vaccination in the retail sector in Zimbabwe

2022

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The emergence of COVID-19 has resulted in many changes in the world of work. Measures such as remote working, physical distancing, compulsory use of face masks, sanitization among others. With time, a number of medical interventions to deal with the pandemic were developed and availed. Zimbabwe’s retail sector was not spared of different vaccines which were meant to curb the virus. Most Zimbabwean organizations made it mandatory for their employees to get vaccinated or risked losing employment. However, less is known about the perceptions of employees toward voluntary vaccination. This gap is important given the strategic nature of employees in an organization. This paper poses the following questions (1) to what extent were employees consulted on the compulsory vaccination? (2) What are the employees’ perceptions toward compulsory vaccination? (3) How are employees coping with the mandatory vaccination? The study was premised on the classical work of Kurt Lewin on types of leadership, specifically autocratic-democratic styles. Twenty shopfloor employees from two major retail outlets with functional human resource departments and works councils in Masvingo were purposively sampled and interviewed using a semi-structured interview guide. The sample composed of women and men of different age groups. Thematic analysis was used to analyze data. The paper argues that employees have a right to be involved in issues that concern them. The study has established four levels of consultation existing on a continuum namely formal and genuine consultations, formal but less genuine consultations, informal consultations, and no consultation at all. The fourth level emerged to have been the most popular among most participants. With regards to employees’ perceptions of mandatory vaccination by management, findings have revealed three categories which are, perceived good decision, perceived tight hands on the part of management and the them and us perceptions. Concerning reactions to mandatory vaccination, the study has shown that employees in the retail sector had a number of options to follow. Some went for full vaccination willingly or under duress, while others settled for a single dose. Most participants highlighted that they fraudulently obtained some vaccination cards. These findings support the relevance of engaging employees on matters that affect them. The study has therefore established the importance of genuine consultations between management and employees on issues that pertains the latter.

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Section: Obtaining a Vaccination Card Fraudulentlymentioning

confidence: 64%

Get vaccinated or else…employees’ perspective on mandatory vaccination in the retail sector in Zimbabwe

2022

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“…He additionally contains a list of methodical approaches that may be used for this sophisticated decision-making. Besides, in a separate report, Sorooshian et al [3] concentrated on the COVID-19 vaccination program. Any failure on this mission will result in significant life and financial losses.…”

Section: Editorialmentioning

confidence: 99%

Systems and Industries in Response to COVID-19 Crisis: Closing Remarks

Sorooshian

2022

ASI

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Many industries and systems have faced consequences as a result of the COVID-19 outbreak. In this time, we are happy to had the publication of a Special Issue of Applied System Innovation titled “Systems and Industries in Response to the COVID-19 Crisis”. This editorial article contains the special issue’s closing remarks. However, while the scope of this given special issue grabbed the interest of practitioners and scholars, there is still much to be learned from COVID-19’s experience. Thus, suggestions for future special issues are included with this letter.

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“…Still, this master class is not and will not be over in near future (Amoako-Gyampah et al, 2021;Bratianu and Bejinaru, 2020;Bratianu and Bejinaru, 2021). As COVID-19 is continuously evolving and regenerating new waves of mutations, with its reemergence in October 2020, when the global world health organization indicators showed new confirmed cases of a lot of infected patients (Bratianu and Bejinaru, 2021;Sorooshian et al, 2022). The mutations and variations of COVID-19 drastically created constant global crisis curves and consistently compressing the nation's economic cycles and hurting businesses of all sizes.…”

Section: Debatementioning

confidence: 99%

“…, 2021; Bratianu and Bejinaru, 2020; Bratianu and Bejinaru, 2021). As COVID-19 is continuously evolving and regenerating new waves of mutations, with its re-emergence in October 2020, when the global world health organization indicators showed new confirmed cases of a lot of infected patients (Bratianu and Bejinaru, 2021; Sorooshian et al. , 2022).…”

Section: Debatementioning

confidence: 99%

“…Managing a union comes with its own set of challenges, and even in the right circumstance, managing a remote union has additional hurdles. But when coronavirus disease 2019 , an infectious disease which appeared in the late 2019 and then quickly went pandemic (Sorooshian et al, 2022), leaders and subordinates/followers were confronted with a new working situation and they faced constant uncertainty, anxiety and fatigue. The past almost three years have been a master class in how to pivot and meet a series of unprecedented shifts.…”

Section: Debatementioning

confidence: 99%

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Leaders' role: now and then

Turi

Sorooshian

2022

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PurposeThe purpose of the study is to assess the project leader's role in normal and new normal situations. This study aims to investigate the project leadership role in unforeseen situations and the new normal situations.Design/methodology/approachThe review is based on the content and contextual analysis. Most of the information was covered in the daily newspapers and practices were recorded in the media and social media. Moreover, recent articles were consulted for the comprehension of the phenomenon.FindingsThe study finds that leaders are supposed to develop strategies to balance the organizational needs and workers' priorities. An agile approach, empathetic and collaborative approach may be more helpful to handle volatility, unstable situations, complexity and ambiguity (VUCA) situations.Research limitations/implicationsThe study leaders are expected to develop new strategies, collaborative thinking and a healthy workplace environment for social, emotional, physical, and psychological safety to make projects more productive.Originality/valueThe review assessed the kind of leaders required in the new normal situation after coronavirus disease 2019 (COVID-19) around the globe. Such a contribution is anticipated to serve as a call for emerging leadership frameworks for the VUCA work environments of the future.

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A System View to the Risks of COVID-19 Vaccination Projects

Cited by 5 publications

References 34 publications

Get vaccinated or else…employees’ perspective on mandatory vaccination in the retail sector in Zimbabwe

Get vaccinated or else…employees’ perspective on mandatory vaccination in the retail sector in Zimbabwe

Systems and Industries in Response to COVID-19 Crisis: Closing Remarks

Leaders' role: now and then

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