Managerial adaptability and business strategic change in age of COVID-19

Mercedes, D'Alizza; Burrell, Darrell Norman

doi:10.1108/prr-12-2020-0046

Cited by 12 publications

(11 citation statements)

References 28 publications

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“…All the ethnic restaurateurs in northern Finland expressed the thought that either reducing working hours, furlough and or adjusting the role that employees play is necessary on their enterprise dispositions and routines during the pandemic (Hodgson et al. , 2017; Mercedes and Burrell, 2021; Pike et al. , 2010).…”

Section: Resultsmentioning

confidence: 99%

“…Adaptability strategies and resilience 5.1.1 Efficient and strategic employees' usage. All the ethnic restaurateurs in northern Finland expressed the thought that either reducing working hours, furlough and or adjusting the role that employees play is necessary on their enterprise dispositions and routines during the pandemic(Hodgson et al, 2017;Mercedes and Burrell, 2021;Pike et al, 2010). In the context of reducing working hours, the owner of Firm ER2 reflected that: "Earlier, I will accommodate 100 working hours for all my staff.…”

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confidence: 99%

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Survival strategies adopted by microbusinesses during COVID-19: an exploration of ethnic minority restaurants in northern Finland

Arslan

Kamara

Zahoor

et al. 2022

IJEBR

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PurposeThis paper explores the survival strategies and coping mechanisms of ethnic minority entrepreneurs operating in the hospitality sector in northern Finland during the ongoing COVID-19 pandemic.Design/methodology/approachThe paper utilizes qualitative research approach based on six exploratory case studies. The in-depth interviews in two phases were conducted with owners/mangers of ethnic minority entrepreneurial restaurants.FindingsThe findings reveal that all studied case firms undertook quick adjustments in response to the COVID-19 pandemic. For example, staff working hours were reduced through mutual consultation, and readjustments to the supply chain were made so that critical ingredients remain available despite the forced lockdown and supply chain bottlenecks. However, the readjustment of the supply chain was not visible in all case firms. Some of the owner-managers who were interviewed decided to keep doing business with the ethnic minority suppliers, despite some transportation problems due to lockdowns, especially in the early phases of COVID-19. Findings also suggest that the support grants announced by the state appeared not to be particularly useful for these restaurants due to restrictive eligibility criteria that many microbusinesses potentially fail to meet. Finally, the sample microbusinesses (restaurants) entrepreneurs recognize the importance of home delivery for their business survival, although they were critical of online food delivery service providers (apps) due to their high charges. Some of the case restaurants gave customers incentives for directly ordering from them, as an alternative strategy.Originality/valueThis paper is one of the first studies to specifically highlight the peculiarities of ethnic minority entrepreneurship and survival dynamics in northern Finland, where running the restaurant operations, including ensuring the supply chain management, is more complex than in the case of ethnic minority restaurants in more well-connected European countries and cities with an established history of immigrant businesses. This study is also novel in terms of specifying the strategies adopted by ethnic minority businesses in adjusting to the disruptions caused by the COVID-19 pandemic and surviving through it. At the same time, it has shown limitations and some problems associated with accessing state support announced for the hospitality industry in response to COVID-19. Finally, it offers a new angle by explicitly highlighting the power dynamics between restaurants and food ordering platforms (apps) and the potential alternatives in this specific context.

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Section: Resultsmentioning

confidence: 99%

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confidence: 99%

Survival strategies adopted by microbusinesses during COVID-19: an exploration of ethnic minority restaurants in northern Finland

Arslan

Kamara

Zahoor

et al. 2022

IJEBR

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“…One of the rare articles that analyses the path-goal theory in the COVID-19 pandemic situation is Mercedes & Burrell [45]. Their questionnaire (adapted by [46]) addresses assessments of the statement "I create a clear path and vision concerning problems and solutions," which is related to ideas of the path-goal theory.…”

Section: The Covid-19 Pandemic and Leadershipmentioning

confidence: 99%

Path-Goal Theory – Leadership Styles and their Changes during Covid-19 Pandemic

Fabac¹,

Kokot²,

Bubalo³

2022

Interdisciplinary Description of Complex Systems

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The most significant leadership theory, within the frame of contingency and situational approaches, is the path-goal theory. This theory is an extension of Vroom's expectancy theory and defines four styles of leadership: directive, supportive, participative, and achievement-oriented. The theory was first defined in the '70s, and since then, numerous studies have been conducted on leaders and subordinates in different industries and countries. Research during the COVID-19 pandemic is underrepresented, especially in Croatia, and the authors identified a research gap. Primary quantitative research was conducted, and data were collected through the questionnaire developed by Northouse (A Path-Goal Theory Investigation of Superior Subordinate Relationships). The research sample encompassed 77 leaders of organizations in the private and public sectors in the Republic of Croatia, and the researchers analysed self-assessment results about leadership styles before and during the COVID-19 pandemic. Data were analysed to obtain insight into the frequency of leadership styles, differences in leadership styles before and during the COVID-19 pandemic, and the impact of gender, level of education, and organization size on leadership style. The results indicate that self-assessment defines minor changes to leadership style preference before and during the pandemic. The results indicate a difference in leadership styles according to gender; women more frequently choose the supportive style of leadership. Furthermore, it emerges that the level of education and the organization size have an impact on other leadership styles in the frame of the path-goal theory.

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“…The regulations and protocols laid by WHO such as social distancing and staying home significantly affect relation-oriented behaviors since employees cannot extend interpersonal relations and welfare support to the victims (Bartsch et al, 2021). A lot of perceived insecurity and tension contribute to behavioral changes thus affecting performances as individuals and as a team (Mercedes & Burrell, 2021). Virtual leadership is responsible to ensure that relations-oriented behaviors are achieved even without face-to-face meetings (Rohwer et al, 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

The Impact of Covid-19 Pandemic on Leadership Development: A Study of Leaders in Jeddah, Saudi Arabia

Siambi¹

2022

IJBM

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Covid-19 pandemic has influenced leadership development and possibly changed the perception of leadership learning. The closure of movements and gatherings during the pandemic effectively switched on virtual and digital alternatives to leadership development in attempts to fill the gap left by traditional approaches to leadership development. The effect of the Covid-19 pandemic on leadership ability to learn partially reflects the impact of educational technology and communication; however, it is not determined whether the impact is solely related to Covid-19 restrictions or the change of leadership development trends. The goals of this study highlight the plight of leadership development during the first year of Covid-19 pandemic which aim to inform future leadership training designs. This study uses a mixed method design, whose quantitative data focus on factual numerical details to confirm hypotheses while the qualitative data provides experiences based on concepts. The major study tool was a questionnaire, but the researcher made video calls to some participants for brief interviews. Video calls was preferred to enable the researchers to observe the respondents’ behavior when explaining the impact of covid-19 in the organizations’ leadership. The key findings postulate that most organizations were compelled to hold virtual leadership development sessions despite the ability to hold face to face small group development sessions. The instant shift to digital training exposed leaders to new possibilities in development and increased the number of training opportunities used by leaders. The significance of these findings inform future leadership development decisions on designing the leadership training and development.

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Managerial adaptability and business strategic change in age of COVID-19

Cited by 12 publications

References 28 publications

Survival strategies adopted by microbusinesses during COVID-19: an exploration of ethnic minority restaurants in northern Finland

Survival strategies adopted by microbusinesses during COVID-19: an exploration of ethnic minority restaurants in northern Finland

Path-Goal Theory – Leadership Styles and their Changes during Covid-19 Pandemic

The Impact of Covid-19 Pandemic on Leadership Development: A Study of Leaders in Jeddah, Saudi Arabia

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