Operating performance during the COVID-19 pandemic: Is there a business group advantage?

Banerjee, P. K.; Dhole, Sandip; Mishra, Sagarika

doi:10.1016/j.pacfin.2023.102031

Cited by 2 publications

(2 citation statements)

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“…Planning in firms has changed after COVID-19, as the pandemic created new challenges and uncertainty that required businesses to adapt and innovate. The pandemic highlighted the importance of having contingency plans and being prepared for unexpected events, therefore all business factors had to be reconsider (Pradip et al, 2023). In our research, I want to point out the current possible critical points after the covid-19 pandemic from the point of view of strategic processes, when companies started with a strong diversification of their portfolio, while, as our research shows, there are differences between companies that keep a database of experience and knowledge from previous projects, this was already pointed out by, for example (Pradip et al, 2023).…”

Section: Discussionmentioning

confidence: 99%

“…The pandemic highlighted the importance of having contingency plans and being prepared for unexpected events, therefore all business factors had to be reconsider (Pradip et al, 2023). In our research, I want to point out the current possible critical points after the covid-19 pandemic from the point of view of strategic processes, when companies started with a strong diversification of their portfolio, while, as our research shows, there are differences between companies that keep a database of experience and knowledge from previous projects, this was already pointed out by, for example (Pradip et al, 2023). What we subsequently see as a problem is that if the portfolio begins to diversify strongly, while employees who have knowledge from previous business activities decide to change operations during the natural turnover of employees, this creates a space for a vacuum of experience and knowledge that should be replaced by a database.…”

Section: Discussionmentioning

confidence: 99%

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Pitfalls of Strategy Creation and Selection after COVID-19

Fitala,

Savov,

Waldhauserová

2023

Liberec Economic Forum 2023

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We see a possibility for researching the issue of strategic processes as a whole in companies, as there are publications on individual strategic processes, but from the point of view of the complete picture in company, the view of the intervention of foreign capital is absent. We want to point out significant differences in individual management strategic processes, while pointing out the difference in the functioning of companies with and without the participation of foreign capital. The method of data collection was carried out on the basis of a questionnaire survey, which consisted of 5 parts of the strategic process, namely: Vision, mission, goals; Analysis of the external environment; Analysis of the internal environment; Choosing and creating a strategy; Strategy implementation and control. The factor Participation of foreign capital was selected for the purposes of the work. The participation of foreign capital in companies has a fundamental impact on strategic processes and companies’ sustainability and efficiency, as our results suggest. In our conclusion, investigating the issue of foreign capital participation has a fundamental impact on understanding the business environment. For the sustainability of a high-quality business, we consider updating and understanding the issue to be an important point for efficiency and sustainability.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%