Socio-economic and technological new normal in supply chain management: lessons from COVID-19 pandemic

Abstract

PurposeThis paper explores the new normal activities and strategic responses of the service industry towards the challenges created by the coronavirus disease 2019 (COVID-19) outbreak and other constructs and validates the measurement scale for socio-economic and technological new normal activities following lockdown and social distancing practices.Design/methodology/approachFirst, structured interviews with 28 participants helped us generate items and develop survey instruments for cross-sectional data collection in the second phase. So, the authors received 256 complete responses from the top and middle management of the services industry. Exploratory factor analysis helped us explore the factors and reliability of the items. Confirmatory factor analysis aided us in generating and confirming the factorial structure of the constructs.FindingsResults indicated that amid COVID-19's pandemic, new normal activities are emerging in which organizations are deploying crisis strategies to safeguard their business and stakeholders. Organizations are re-opening swiftly, focusing on digital transformation, developing digital platforms for ease in working and improved consumer services, to name a few operational changes.Practical implicationsDiscussion on empirical analysis revolves around the guidelines to service industry's managers and top management to improve shortcomings in combating the challenges they face in their operations.Originality/valuePrior studies have provided substantial insights on the COVID-19 pandemic, but relatively little research exists on new normal activities in the supply chain network of the service industry. Among other reasons for such less empirical evidence on new normal activities is the unavailability of a comprehensive tool for measuring the socio-economic and technological new normal activities. This paper is a contribution to bridging this knowledge gap.

Driving hospitality and tourism to foster sustainable innovation: A systematic review of COVID-19-related studies and practical implications in the digital era

“…property management systems in hotels or lodging companies) ( Farías and Cancino, 2021 ); and cybersecurity solutions (e.g. anti-cyber-crimes programs in service firms operating in tourism) ( Ajmal, Khan, Shad, AlKatheeri and Jabeen, 2021 ). Social media are the most adopted network technologies by tourism ( Ajmal et al, 2021 ; del Vecchio, Malandugno, Passiante and Sakka, 2021 ; Gössling, 2020 ; Ianioglo and Rissanen, 2020 ; Lemmi and Deri, 2020 ; Varelas et al, 2021 ) and hospitality firms (e.g.…”

“…anti-cyber-crimes programs in service firms operating in tourism) ( Ajmal, Khan, Shad, AlKatheeri and Jabeen, 2021 ). Social media are the most adopted network technologies by tourism ( Ajmal et al, 2021 ; del Vecchio, Malandugno, Passiante and Sakka, 2021 ; Gössling, 2020 ; Ianioglo and Rissanen, 2020 ; Lemmi and Deri, 2020 ; Varelas et al, 2021 ) and hospitality firms (e.g. hotels or lodging companies) ( Amoah et al, 2021 ; del Vecchio et al, 2021 ; Farías and Cancino, 2021 ; Ianioglo and Rissanen, 2020 ; Lemmi and Deri, 2020 ).…”

“…Firms took various initiatives such as remote working capabilities and digitization; digital platforms for ease in working; document online exchange; business intelligence systems; implementation of digital management systems ( Ajmal et al, 2021 ); and automation in processes, production, and distribution channels, to make them more resistant to pandemics in the future ( Ajmal et al, 2021 ; Rydzik and Kissoon, 2021 ). Studying four hotels or lodging, Farías and Cancino (2021) found that the impact of digital innovation on core process management, both in the back office and in the front office, was determined to be critical.…”

Data-Driven Analytics Leveraging Artificial Intelligence in the Era of COVID-19: An Insightful Review of Recent Developments

“…Furthermore, new normal activities are constantly emerging in which companies are deploying crisis strategies to retain their stakeholders and business. Companies are re-opening swiftly, focusing more on digital transformations, implementing digital platforms/tools for improved consumer services and ease in working, to name a few operational changes [287]. Besides these technical developments, researchers are emphasizing the need for research in COVID19-induced brain dysfunction (CIBD) to improve the mental health of large populations of infected/uninfected individuals [288].…”

Corporate Social Responsibility policies and practices on unvaccinated employees during the COVID-19 pandemic: case studies of Israel and United States

“…Some scholars found a negative influence on physical health and social life during the pandemic (Mujahid et al, 2021). Other research on the impact of COVID-19 on employees has shown that the reduction of economic activities during the pandemic resulted in a rise in poverty and unemployment and hence affected workers (Ajmal et al, 2021a;2021b). Scholars have also found the development of inequality in unemployment (M€ ohring et al, 2020).…”