Effects of the COVID-19 Pandemic on Pharmacovigilance Strategy, Systems, and Processes of Large, Medium, and Small Companies: An Industry Survey

Beninger, Paul; Caubel, Patrick; Sharma, Latika; Pajovich, Geo; Boyd, Pete

doi:10.1016/j.clinthera.2022.07.007

Cited by 8 publications

(5 citation statements)

References 10 publications

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“…Previous studies (Kwiotkowska & Gębczyńska, 2022;Millán et al, 2022) show the importance of workers for developing small and medium enterprises. However, with most MSMEs in this study employing small number of employees, it might indicate that most MSMEs are in the early stage of their businesses and need for to pay more attention on their employees' well-being (Baek et al, 2022;Beninger et al, 2022). Most respondents (84%) declare that their businesses are in the middle level of competition.…”

Section: Respondents Profilementioning

confidence: 78%

Impact of Islamic Financing on Working Capital Management of Micro, Small, and Medium Enterprises in Tanjungpinang City, Indonesia

Firdaus

Sari

Anggara

2022

J. Islam. Econ. Lariba

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The purpose of this study was to analyze the effect of Islamic financing on the ability of working capital management of micro, small, and medium enterprises (MSMEs) in Tanjungpinang City, the Riau Islands Province, Indonesia. This study uses primary data that is processed quantitatively by using multivariate regression analysis using Stata. Primary data in this study were obtained from respondents using questionnaires, and secondary data were obtained from Statistics Indonesia. The research location in this study was Tanjungpinang City. The sample was determined using non-probability sampling with a sample of 125 MSMEs. Data collection techniques were carried out by conducting interviews and questionnaires. The results showed that the factors of musharakah and murabahah financing affect the variables such as average billing period, average payment period, cash turnover, and the ratio of current assets to total assets in MSMEs in Tanjungpinang City. MSMEs can adopt Islamic financial models to reduce operational costs by eliminating interest rates.

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Section: Respondents Profilementioning

confidence: 78%

Impact of Islamic Financing on Working Capital Management of Micro, Small, and Medium Enterprises in Tanjungpinang City, Indonesia

Firdaus

Sari

Anggara

2022

J. Islam. Econ. Lariba

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“…The study establishes that most of the company does not change the org structure but changes the service/product offering. Product portfolio customization is also the object of research (Beninger et al, 2022). The study states that the main impacts include impact on strategic priorities, change in product focus, changes in workload, among others.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…The study states that the main impacts include impact on strategic priorities, change in product focus, changes in workload, among others. (Beninger et al, 2022). (González-Aleu et al, 2022) focuses on identifying business opportunities in a manufacturing company during a pandemic.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Companies' performance and behaviour responding to crisis during Covid-19 pandemic: a case study of the Czech Republic

Chytilová,

Talíř

2024

JESI

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The aim of the paper is to find out whether the behaviour of B2B and B2C enterprises differed in the pandemic period in terms of disruption, the extent of measures taken and the financial situation in the following period. To achieve the main objective, a questionnaire survey was conducted in Czech companies with a predominantly B2B or B2C business relationship. Two research questions were defined, which were answered by testing a total of 6 hypotheses. The parametric two-sample one-factor ANOVA and Pearson's Chi-squared test were used to test the hypotheses. The test results suggest that the correlation between the number of operation barriers and the level of disruption is more pronounced for B2C than for B2B. B2C businesses were more likely to use tools such as simplifying organisational structure or changing product offerings to combat the impact of pandemic. In contrast, B2B businesses used tools such as working from home and moving online to a greater extent. The correlation between the level of disruption and the use of remedial measures is only valid for the B2B group. The link between the measures taken and the economic situation after the pandemic was confirmed for both B2B and B2C businesses (to a greater extent). The survey results are valid only for B2B or B2C businesses in the Czech Republic. The results are limited to these measures only, other measures were considered irrelevant for the purpose of the study. The results are limited to the crisis period; results may differ in other periods.

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“…The lessons learned during this period have underscored the importance of investing in workforce resilience, digitalization, and employee support mechanisms. [68][69][70] Moreover, a greater emphasis on employee-centric policies and sustainable practices can enhance the industry's preparedness for future challenges, promote a positive work culture, and ensure the long-term success and growth of the chemical workforce. [71][72][73][74][75]…”

Section: Strategy Goalmentioning

confidence: 99%

COVID‐19 and the chemical industry: impacts, challenges, and opportunities

Abedsoltan

2023

J of Chemical Tech & Biotech

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The COVID‐19 pandemic imposed unparalleled challenges for the chemical industry, leading to disruptions in supply chains and demand dynamics. This period of crisis tested the adaptability and resilience of global chemical companies. Despite the challenges, the chemical industry exhibited remarkable innovation, collaboration, and adaptability. It demonstrated its capacity to respond swiftly and effectively to societal needs. Key lessons emerged, emphasizing the importance of diversifying supply chains, implementing scenario planning, and embracing digitalization for enhanced preparedness. As the world progresses toward recovery, the chemical industry is poised to leverage the valuable lessons learned. Industry 4.0 adoption, agile decision‐making, and collaborative efforts with various sectors, research institutions, and governments have accelerated digital transformation and enabled collective responses to global challenges. By focusing on healthcare, advanced materials, and circular economy initiatives, the industry can align with market trends and contribute to societal needs. Furthermore, prioritizing sustainability, regionalization, and responsible practices will be integral to future success. Proactive measures such as strengthening supply chain resilience, enhancing digital capabilities, and fostering a culture of innovation will empower chemical companies to navigate future challenges with confidence. By investing in sustainability, employee well‐being, and responsible practices, the chemical industry can play a pivotal role in building a more resilient and sustainable world. © 2023 The Authors. Journal of Chemical Technology and Biotechnology published by John Wiley & Sons Ltd on behalf of Society of Chemical Industry (SCI).

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Effects of the COVID-19 Pandemic on Pharmacovigilance Strategy, Systems, and Processes of Large, Medium, and Small Companies: An Industry Survey

Cited by 8 publications

References 10 publications

Impact of Islamic Financing on Working Capital Management of Micro, Small, and Medium Enterprises in Tanjungpinang City, Indonesia

Impact of Islamic Financing on Working Capital Management of Micro, Small, and Medium Enterprises in Tanjungpinang City, Indonesia

Companies' performance and behaviour responding to crisis during Covid-19 pandemic: a case study of the Czech Republic

COVID‐19 and the chemical industry: impacts, challenges, and opportunities

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