Business resilience: Lessons from government responses to the global COVID-19 crisis

Nguyen, Harvey; Pham, Anh; Pham, Man Duy; Pham, Mia Hang

doi:10.1016/j.ibusrev.2023.102166

Cited by 14 publications

(15 citation statements)

References 102 publications

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“…At the analytical level we propose IDMCs to embrace international marketing resilience capability (G€ olgeci and Kuivalainen, 2020; Wulandhari et al, 2022;Nguyen et al, 2023), international marketing knowledge management capability (Scuotto et al, 2022), AI-enabled IDMCs (Manis and Madhavaram, 2023) and other industry 4.0-enabled IDMCs (Nayal et al, 2023). Firm's resilience can be defined as "an ability to absorb shocks in the form of extreme events and an adaptive capability to adjust to new circumstances" (Johnson et al, 2013, p. 325).…”

Section: Toward the Conceptualization Of Idmcsmentioning

confidence: 99%

“…In the context of global supply chains, the term cooperative resilience recently emerged that can be defined as "the organizations' ability to recover from disruptions, maintain dynamic integrity in the presence of ongoing stress, and exploit opportunities that pivot on achieving economic and social goals" (Wulandhari et al, 2022). International marketing resilience capability follows this logic and relates to firm's ability to adapt, survive and bounce back to international unpredictable event in global value chains beyond firm's control (Nguyen et al, 2023). As building international marketing resilience as a pivotal capability to respond to challenges and uncertainties in international markets, as well as embrace the complexity to create sustainable customer value, particularly in international environments where companies and their competitive advantages have a tendency to be short-lived (G€ olgeci and Kuivalainen, 2020), we treat international marketing resilience capability as one of the key IDMCs.…”

Section: Toward the Conceptualization Of Idmcsmentioning

confidence: 99%

“…At the analytical level we propose IDMCs to embrace international marketing resilience capability (Gölgeci and Kuivalainen, 2020; Wulandhari et al. , 2022; Nguyen et al. , 2023), international marketing knowledge management capability (Scuotto et al.…”

Section: Theoretical Challenges For Idmcsmentioning

confidence: 99%

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International dynamic marketing capabilities: developments and a research agenda

Pfajfar,

Mitręga,

Shoham

2024

IMR

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PurposeIn this paper, the authors aim to introduce international dynamic marketing capabilities (IDMCs) theoretically derived from marketing capabilities (MCs), dynamic marketing capabilities (DMCs) and international marketing capabilities (IMCs) and provide a novel conceptualization of the concept by applying a holistic view of the international enterprise.Design/methodology/approachThis is a literature review that maps the current research on MCs, DMCs and IMCs and serves as a basis for the theoretical conceptualization of a novel IDMCs concept as well as for the identification of research gaps and the development of future research directions on this phenomenon.FindingsExisting typologies of MCs, DMCs and IMCs are classified into four categories: strategic, operational, analytical and value creation capabilities. A new typology of IDMCs is proposed, consisting of digital MC and dynamic internationalization capability as strategic capabilities, agile IMC, IM excellence and absorptive capability in IM as operational capabilities, IM resilience capability, IM knowledge management capability, AI-enabled IDMC and Industry 4.0-enabled IDMC as analytical capabilities, and ambidextrous IM innovation capability as value creation capability. Finally, the authors identify research gaps and develop research questions that open future research avenues for the coming years.Originality/valueThis paper offers a novel view of MCs, DMCs and IMCs and argues that, in contrast to the majority of previous research, a comprehensive understanding of these is only possible if all levels are considered simultaneously: the strategic, the operational, the analytical and the value creation level. A new conceptualization and typology of IDMCs follows this logic.

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Section: Toward the Conceptualization Of Idmcsmentioning

confidence: 99%

Section: Toward the Conceptualization Of Idmcsmentioning

confidence: 99%

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International dynamic marketing capabilities: developments and a research agenda

Pfajfar,

Mitręga,

Shoham

2024

IMR

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“…Researchers in the domain could work on enhancing the adoption level of different attributes to make the networks more resilient to exogenous shocks like COVID-19. Including attributes across different drivers helps to tune the operations to improve multiple operational areas (Nguyen et al , 2023). A network’s weakest link governs its strength, especially when it acts as a bottleneck (Cordon, 2022).…”

Section: Theoretical and Practical Implicationsmentioning

confidence: 99%

“…A network’s weakest link governs its strength, especially when it acts as a bottleneck (Cordon, 2022). In particular, weaker attributes of larger networks vulnerable to sociological, cultural, business environmental, political and geographical changes need to be studied carefully (Nguyen et al , 2023). The attributes studied also work at different levels, including absorptive, adaptive and restorative capabilities.…”

Section: Theoretical and Practical Implicationsmentioning

confidence: 99%

A novel coexistent resilience index to evaluate the supply chain resilience of industries using fuzzy logic

Narassima,

Gedam,

Gunasekaran

et al. 2023

SCM

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Purpose This study aims to explore supply chain resilience (SCR) and provides a unique resilience index. The work measures the resilience status of 37 organizations across 22 industries and provides insight into accessing the supply chain (SC) vulnerability in an uncertain environment. Design/methodology/approach This study involves measuring the resilience status of 37 organizations across 22 industries based on a subjective decision-making approach using fuzzy logic. Experts from industries rated the importance and level of implementation of 33 attributes of SCR, which are used to develop a fuzzy index of implementation that explains the resilience status of organizations. Findings A novel coexistent resilience index is computed based on mutualism to exhibit the proportion of contribution or learning of each attribute of an organization in an industry. The research will enhance the response plans and formation of strategic alliances for mutual coexistence by industry. Research limitations/implications Evidence-based interpretations and suggestions are provided for each industry to enhance resilience through coexistence. Originality/value The work uniquely contributes to academic literature and SC strategy. The novel coexistent resilience index is computed based on mutualism, facilitating researchers to access SC resiliency.

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Digital finance and regional economic resilience: Evidence from 283 cities in China

Hou,

Zhang,

Song

2023

Heliyon

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Business resilience: Lessons from government responses to the global COVID-19 crisis

Cited by 14 publications

References 102 publications

International dynamic marketing capabilities: developments and a research agenda

International dynamic marketing capabilities: developments and a research agenda

A novel coexistent resilience index to evaluate the supply chain resilience of industries using fuzzy logic

Digital finance and regional economic resilience: Evidence from 283 cities in China

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