Emergency Management

Emergency Management

The drivers of resilient management of businesses affected by the COVID-19 crisis

Document Type : Original Article

Authors
gholamhossein hosseininia 1
marziyeh bakhtiari 2
1 Department of Business. Faculty of Entrepreneurship, University of Tehran.Tehran.Iran
2 مدرس دانشگاه فرهنگیان،پردیس شهید رجایی قزوین،قزوین ایران
Abstract
Awareness of modern developments and dynamics in different disciplines including management can dramatically contribute to the transcendence and prosperity of communities, facilitate facing crises and problems, and help accountability and complicated problem-solving skill. This applied study identified and evaluated the drivers of resilient management of businesses affected by the COVID-19 crisis using a mixed-methods (qualitative-quantitative) design. In the qualitative phase, the components of resilient management were identified with a systematic study of documents and using qualitative content analysis through three coding steps in the MAXQDA2020 software for a two-year time interval. These components were found to include organizational architecture, organizing to be accountable, suspicion and intuition, continuous assessment, delegation of authority, psychological safety, flexible groups, and rapid problem-solving capability. In the quantitative phase, the effectiveness of the components was determined by the structural equation modeling using a questionnaire in the PLS software package. The statistical population in this phase was composed of the managers and owners of businesses in selected cities. The sample size was estimated at 90 people by Cochran’s formula. The results show that all components influence the resilient management of businesses. The components of flexible groups, delegation of authority, organizational architecture, and suspicion and intuition are the least influential.
Keywords
Covid-19 Crisis
Crisis Management
Resilience
Business
Resilient management
  1. Jia X., Chowdhury M., Prayag G., Chowdhury M.M.H. The role of social capital on proactive and reactive resilience of organizations post-disaster. Int. J. Disaster Risk Reduc. 2020;48:101614.
  2. de Vries H.P., Hamilton R.T. Smaller businesses and the Christchurch earthquakes: a longitudinal study of individual and organizational resilience. Int. J. Disaster Risk Reduc. 2021;56:102125.
  3. Chowdhury M., Prayag G., Orchiston C., Spector S. Postdisaster social capital, adaptive resilience and business performance of tourism organizations in Christchurch, New Zealand. J. Trav. Res. 2019;58(7):1209–1226
  4. Lengnick-Hall C.A., Beck T.E., Lengnick-Hall M.L. Developing a capacity for organizational resilience through strategic human resource management. Hum. Resour. Manag. Rev. 2011;21(3):243–255.
  5. Duchek S. Organizational resilience: a capability-based conceptualization. Business Res. 2020;13:215–246.
  6. Huang Y.C., Tseng Y.P., Petrick J.F. Crisis management planning to restore tourism after disasters: a case study from Taiwan. J. Trav. Tourism Market. 2007;23(2–4):203–221.
  7. Koronis E., Ponis S. Better than before: the resilient organization in crisis mode. J. Bus. Strat. 2018;39(1):32–42
  8. Nilakant V., Walker B., van Heugen K., Baird R., De Vries H. Research note: conceptualising adaptive resilience using grounded theory. N. Z. J. Employ. Relat. 2014;39(1):79–86.
  9. Annarelli A., Nonino F. Strategic and operational management of organizational resilience: current state of research and future directions. Omega. 2016;62:1–18.
  10. Audretsch D.B., Moog P. Entrepreneurship Theory and Practice; 2020. Democracy and Entrepreneurship.
  11. Fairlie R. The impact of COVID‐19 on small business owners: evidence from the first three months after widespread social‐distancing restrictions. J. Econ. Manag. Strat. 2020;29(4):727–740.
  12. Faulkner B. Towards a framework for tourism disaster management. Tourism Manag. 2001;22(2):135–147.
  13. Park C.H., Johnston E.W. Intentionally building relationships between participatory online groups and formal organisations for effective emergency response. Disasters. 2019;43(3):634–657.
  14. Shepherd D.A., Patzelt H. Springer Nature; 2017. Trailblazing in Entrepreneurship: Creating New Paths for Understanding the Field. 2017.
  15. Krishnan, C. S. N., Ganesh, L. S., & Rajendran, C. (2022). Entrepreneurial Interventions for crisis management: Lessons from the Covid-19 Pandemic's impact on entrepreneurial ventures. International Journal of Disaster Risk Reduction, 72, 102830.‏
  16. Zahra S.A. International entrepreneurship in the post Covid world. J. World Bus. 2020;56(1):101143.
  17. Ratten V. Coronavirus and international business: an entrepreneurial ecosystem perspective. Thunderbird Int. Bus. Rev. 2020;62(5):629–634
  18. Ratten V. Coronavirus (Covid-19) and entrepreneurship: cultural, lifestyle and societal changes. J. Entrepreneur. Emerging Econ. 2020 doi: 10.1108/JEEE-06-2020-0163.
  19. Shepherd D.A. COVID 19 and entrepreneurship: time to pivot? J. Manag. Stud. 2020 doi: 10.1111/JOMS.12633.
  20. Sawalha I.H. Foresight; 2020. A Contemporary Perspective on the Disaster Management Cycle.
  21. de Vries H.P., Hamilton R.T. Smaller businesses and the Christchurch earthquakes: a longitudinal study of individual and organizational resilience. Int. J. Disaster Risk Reduc. 2021;56:102125.
  22. Giones F., Brem A., Pollack J.M., Michaelis T.L., Klyver K., Brinckmann J. Revising entrepreneurial action in response to exogenous shocks: considering the COVID-19 pandemic. J. Business Ventur. Insights. 2020;14
  23. Ketchen D.J., Jr., Craighead C.W. Research at the intersection of entrepreneurship, supply chain management, and strategic management: opportunities highlighted by COVID-19. J. Manag. 2020;46(8):1330–1341.
  24. Kuckertz A., Brändle L., Gaudig A., Hinderer S., Reyes C.A.M., Prochotta A., Steinbrink K., Berger E.S. Startups in times of crisis–A rapid response to the COVID-19 pandemic. J. Business Ventur. Insights. 2020 doi: 10.1016/j.jbvi.2020.e00169.
  25. Mendoza R.U., Lau A., Castillejos M.T.Y. Can SMEs survive natural disasters? Eva Marie Arts and crafts versus Typhoon Yolanda. Int. J. Disaster Risk Reduc. 2018;31:938–952.
  26. Salvato C., Sargiacomo M., Amore M.D., Minichilli A. Natural disasters as a source of entrepreneurial opportunity: family business resilience after an earthquake. Strategic Entrepreneur. J. 2020 doi: 10.1002/sej.1368
  27. Eggers F. Masters of disasters? Challenges and opportunities for SMEs in times of crisis. J. Bus. Res. 2020;116:199–208.
  28. Mendoza R.U., Lau A., Castillejos M.T.Y. Can SMEs survive natural disasters? Eva Marie Arts and crafts versus Typhoon Yolanda. Int. J. Disaster Risk Reduc. 2018;31:938–952.
  29. Morgan T., Anokhin S., Ofstein L., Friske W. SME response to major exogenous shocks: the bright and dark sides of business model pivoting. Int. Small Bus. J. 2020;38(5):369–379.
  30. de Vries H.P., Hamilton R.T. Smaller businesses and the Christchurch earthquakes: a longitudinal study of individual and organizational resilience. Int. J. Disaster Risk Reduc. 2021;56:102125.
  31. Katare B., Marshall M.I., Valdivia C.B. Bend or break? Small business survival and strategies during the COVID-19 shock. Int. J. Disaster Risk Reduc. 2021;61:102332.
  32. Kato M., Charoenrat T. Business continuity management of small and medium sized enterprises: evidence from Thailand. Int. J. Disaster Risk Reduc. 2018;27:577–587.
  33. حسینی نیا, غلامحسین, بختیاری, مرضیه. (1400). طراحی الگوی مدیریت بحران در راستای تاب‌آوری کسب‌وکارها، مبتنی بر نقش‌های حاکمیتی و سازمانی (در شرایط همه‌گیری کووید-19). مدیریت بحران, 10(ویژه نامه کرونا), 85-103.
  34. رومیانی, زهرا. (1400). اولویت‌بندی ابعاد تاب‌آوری سازمانی در شرایط بحران کرونا (مطالعه موردی بیمارستان‌های شهر خرم‌آباد). مدیریت بحران, 10(ویژه نامه کرونا), 105-114.
  35. خنیفر حسین،مسلمی ناهید(1398)روش های پژوهش کیفی،انتشارات نگاه دانش
  36. Brown ,Ross ., Cowling, Marc (2021) The geographical impact of the Covid-19 crisis on precautionary savings, firm survival and jobs: Evidence from the United Kingdom’s 100 largest towns and cities Ross Brown University of St Andrews, UK Marc Cowling University of Derby, UK, International Small Business Journal: Researching Entrepreneurship 1–11
  37. Watfa, M., & Kaddoumi, T. (2021). A foundational framework for agile enterprise architecture. International Journal of Lean Six Sigma.‏
  38. Fernández-Cejas, M., Pérez-González, C. J., Roda-García, J. L., & Colebrook, M. (2022). CURIE: Towards an Ontology and Enterprise Architecture of a CRM Conceptual Model. Business & Information Systems Engineering, 1-29.‏
  39. Papaioannou, A., Papavassiliou-Alexiou, I., & Moutiaga, S. (2022). Career resilience and self-efficacy of Greek primary school leaders in times of socioeconomic crisis. International Journal of Educational Management.‏
  40. Tsang, V. W., Yu, A., Haines, M. J., Sagorin, Z., Mitchell, D., Ching, G., ... & Kestler, M. (2021). Transforming Disruption Into Innovation: A Partnership Between the COVID-19 Medical Student Response Team and the University of British Columbia. Academic Medicine, 96(12), 1650-1654.‏
  41. Dias, F. M., de Oliveira, M. P. V., Zanquetto Filho, H., & Rodrigues, A. L. (2021). Analytical guidance or intuition? What guides management decisions on the most important customer value attributes in the supermarket retail?. REMark, 20(2), 385.‏
  42. Jutidharabongse, J., Aujirapongpan, S., & Ritkaew, S. (2020). Dynamic knowledge management capability and strategic intuition of Thai entrepreneurs. Entrepreneurship and Sustainability Issues, 7(4), 2955.‏
  43. Bucătaru, C., Săvescu, D., Repanovici, A., Blaga, L., Coman, E., & Cocuz, M. E. (2021). The implications and effects of medical waste on development of sustainable society—a brief review of the literature. Sustainability, 13(6), 3300.‏
  44. Hofmann, C., & Indjejikian, R. J. (2021). Authority, Monitoring, and Incentives in Hierarchies. Contemporary Accounting Research, 38(3), 1643-1678.‏
  45. Chen, Y. (2021). The Impact of Responsibility Delegation on Policy and Practice Implementation: A Contingency Approach. Public Performance & Management Review, 44(4), 842-867.‏
  46. Almaguer, A. C., Alvarez, A. K. G., & Santos, E. Z. (2020). Management of health personnel'psychological safety, in emergency situations by COVID-19 in the hospitable or isolation context. In Management of health personnel'psychological safety, in emergency situations by COVID-19 in the hospitable or isolation context.‏
  47. بهپور, الهام, فراحی, محمدمهدی, کفاش پور, آذر, رحیم نیا, فریبرز. (1400). ایمنی روان‌شناختی زنان و راهبردهای مدیریت آن: پژوهشی کیفی در زنان عضو هیئت علمی دانشگاه‌های ایران. فصلنامه فرهنگی تربیتی زنان و خانواده, 16(55), 155-191.
  48. Cai, Q., & Ye, J. (2020). Is China's emergency management system resilient against the COVID-19 pandemic?. Management and Organization Review, 16(5), 991-995.‏
  49. Settembre-Blundo, D., González-Sánchez, R., Medina-Salgado, S., & García-Muiña, F. E. (2021). Flexibility and resilience in corporate decision making: A new sustainability-based risk management system in uncertain times. Global Journal of Flexible Systems Management, 22(2), 107-132.‏
  50. Narayanan, V., Wokutch, R. E., Ghobadian, A., & O'Regan, N. (2021). Toward a strategic approach to studying COVID-19 pandemic. Journal of Strategy and Management.‏
Emergency Management
Volume 11, Corona Spatial Issue
February 2023
Pages 154-171

  • Receive Date 08 April 2022
  • Accept Date 21 January 2023