Effects of COVID-19 pandemy on African health, political and economic strategy

Besenyő, János; Kármán, Marianna

doi:10.9770/ird.2020.2.3(2)

Cited by 19 publications

(12 citation statements)

References 1 publication

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“…The challenges for most businesses caused by the COVID-19 pandemic all over the world have received the broad attention of academics and practitioners [9][10][11][12][13][14][15]. The resulting economic and social phenomenon from social distancing has led to some swift changes in almost all business landscapes [16] and raised questions of possible bankrupt-cies, not only for SMEs, but for many well-known brands in many industries, as consumers stay at home and economies are shut down [17].…”

Section: Challenges Businesses Are Facing During the Covid-19 Pandemicmentioning

confidence: 99%

Russian Tourism Enterprises’ Marketing Innovations to Meet the COVID-19 Challenges

et al. 2021

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This paper discusses the results of a study aimed at gaining a deeper understanding of how the COVID-19 pandemic has changed the Russian tourism market and how local tourism enterprises respond to challenges caused by the COVID-19 pandemic. Summarizing their experience of doing business in crisis conditions can allow a more efficient response to similar crises in the future and contribute to a more resilient tourism sector in the aftermath of the pandemic. In order to meet the research objective, we combined various sources of operational statistical information about the state of the industry with the results of a survey conducted in the Nizhny Novgorod region and in-depth interviews with representatives of tourism enterprises. We found that Russian tourism enterprises have proved to be quite resilient by looking for additional opportunities, and paying special attention to staff development and team consolidation. However, there are problems faced by local tourism enterprises in obtaining state support. Therefore, tourism enterprises that rely on themselves and innovate to create services and products adjusted to new customer needs and preferences have a better chance to survive. In particular, the wider use of digital marketing instruments helps SMEs to propose a new value for customers aligned to the new requirements and trends in tourism, such as travel security, prevailing interest in individual and short-term trips for short distances, and the sharply increased demand for domestic tourism destinations.

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Section: Challenges Businesses Are Facing During the Covid-19 Pandemicmentioning

confidence: 99%

Russian Tourism Enterprises’ Marketing Innovations to Meet the COVID-19 Challenges

et al. 2021

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“…The lockdown also imposes intricate problems of workers travelling to and from work. Fourth, reduced workforce and movement control compelled small business owners to work with greatly reduce workforce (Skidmore, 2020;Besenyő, Kármán, 2020).…”

Section: Introductionmentioning

confidence: 99%

Impact of COVID-19 on SMEs and employment

Al-Fadly¹

2020

JESI

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COVID-19 is a highly infectious disease-causing serious health hazards and fatalities to humans around the world. The objective of this paper is to identify how COVID-19 caused immense failures to society, particularly Small-Medium Enterprises (SMEs) in the hospitality and tourism sectors which provide employment to many people. A literature review examined how preventive measures to control COVID-19 devastated businesses. The review highlighted particular interest to workforce, supply chain and cash flow of SMEs. This research addressed the gap in understanding what and how business was affected as seen by business owners. This research used phenomenology to study businesses crippled by the pandemic. Interviews were conducted with several business owners using a set of unstructured guiding questions. Verbal responses from the participants were transcribed to textual data and analyzed thematically. The results constructed a generalized perception of SME business owners and identified themes reflecting the business individual, the business, and business survival. Importantly, the study revealed several government actions are needed to support surviving businesses and revive lost businesses, specifically, in the form of stimulus funds, moratoriums, extended loans and waivers of interest.

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“…There are many studies on crisis management (c.f., Mansfeld, 1999;Okike, 2004;Ghosh, Ostry, & Qureshi, 2015;Besenyő, & Kármán, 2020). However, there is little know why crisis management is flawed, which is proved by systematically recurring crises and the last one initiated by COVID-19.…”

Section: Introductionmentioning

confidence: 99%

After COVID-19. Reorientation of crisis management in crisis

Dobrowolski¹

2020

JESI

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The occurrence of the COVID-19 Pandemic has revealed all the weaknesses of different organisations, including macrostructuresthe States. It turned out that they are unprepared to COVID-19 Pandemic and at the same time pretending that they are controlling unpredictability, which is not valid. I collect information through a review of secondary data and observation of pandemic effects in several countries. In all countries, the effects of a pandemic are noticeable. It creates the slowdown of the economy and the introduction of restrictions on public life on an unprecedented scale. The effects of current economic restrictions will appear in a few months. I identified weaknesses in the crisis response and argue that any organisations also in macro-level should redefine the role of crisis management, which is in crisis. There is a need for a co-evolving this system within the organisation, which means the necessity of reshaping crisis management from crisis management relational model into crisis management three-dimensional flexible model. Crisis management based on risk analysis may be useless in the context of organisational unpredictability.

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Effects of COVID-19 pandemy on African health, political and economic strategy

Cited by 19 publications

References 1 publication

Russian Tourism Enterprises’ Marketing Innovations to Meet the COVID-19 Challenges

Russian Tourism Enterprises’ Marketing Innovations to Meet the COVID-19 Challenges

Impact of COVID-19 on SMEs and employment

After COVID-19. Reorientation of crisis management in crisis

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