Vol. 4ii - Business Under Crisis: Organisational Adaptations
Chapter Title & Authors
Chapter Description
Chapter 1
Editorial Introduction: Crisis & Adaptation – components of the same continuum
Demetris Vrontis (Ed.)
Alkis Thrassou (Ed.)
Yaakov Weber (Ed.)
Riad Shams (Ed.)
Evangelos Tsoukatos (Ed.)
Leonidas Efthymiou (Ed.)
In the first chapter of this volume, authors encourage us to consider crisis and adaptation as different positions on the same continuum. Rather than picturing a polar opposite, crisis and adaptation is rather a learning process where people operate within situations. It is a set of systems that are forced to experiment; organisations that explore their space of possibilities; and businesses that create new patterns of relationships. The chapters put forward the idea that change should be part of organizational culture rather than a reaction to events.
Chapter 2
Innovation Tendencies at times of Crisis
Katerina Kampouri, Hajidimitriou, Yannis, Innovation, Eva Mouratidou
(University of Macedonia, Greece)
This chapter reviews and discusses key papers in the field of Internationalised family businesses (IFBs) to provide insights into IFBs’ strategic responses to crises through innovation. The analysis identifies triggers of innovation in IFBs and presents a conceptual model that integrates the relevant findings. By doing this, a mapping and organization of the relevant literature is enables, resulting to alternative explanations of the behaviour of IFBs concerning innovation during crises.
Chapter 3
Business Under Crisis Talent Management and Responsible Leadership in Luxembourg
Schinzel Ursula
(Unicaf University, Cyprus)
Within the framework of Human Resource Management (HRM), this chapter explores the link between talent management and responsible leadership in Luxembourg. In addition, the study relies on the findings of 41 semi-structured interviews, which were conducted before and after the Coronavirus outbreak, to explain the impact on talent management before and after the crisis. The discussion presents implications concerning the link between talent management, responsible leadership, and the need for change and innovation, with the Luxembourgish language as identifier.
Chapter 4
Strategic organizational sustainability
José G. Vargas-Hernández
(University of Guadalajara, Mexico)
This chapter explores sustainability through strategic lenses. The analysis approaches crisis as an embedded feature in contemporary global economy, where contradictory patterns, globalization and des-globalization processes exist. A new model is put forward, which is based on designing and implementing strategic organizational sustainability, abandoning the narrow focus on economic growth and profits to embrace the social inclusion and equity as well as the environmental sustainability issues.
Chapter 5
Entrepreneurship and adaptiveness in conditions of crisis - The case of COVID-19 and the Greek firms
Charis Vlados
(Democritus University of Thrace, Greece)
Dimos Chatzinikolaou
(University of Nicosia, Cyprus)
This research examines adaptability as the most required competitive advantage for business survival and development in today turbulent environment. While is focuses on Greek entrepreneurship, the study distinguishes between the structural and coincidental perception of the crisis. Then, it examines how the “physiology” of the Greek firms evolves by utilising the Stra.Tech.Man approach (strategy-technology-management synthesis). Eventually, the analysis suggests the Stra.Tech.Man physiology as they way for a flexible type of entrepreneurship that can adapt and innovate effectively – capable of strengthening the competitiveness of local firms, regardless of the industry in which they operate.
Chapter 6
Approaches to the digital transformation of high-tech companies in Russia under the crisis
Kokuytseva Tatiana, Ovchinnikova Oksana, Kharlamov Maxim
(Peoples' Friendship University, Russia)
Digital transformation is not just about automation. This chapter explains how digitization involves a holistic change in a company's approach to managing business processes, building relationships with suppliers and consumers, managing human resource management and more. Failing to implement a holistic digital transformation results to increased disturbance, especially in the light of crisis, such as the coronavirus outbreak. However, a crisis always offers opportunities for innovation. The current chapter analyses approaches to digital transformation in high-tech industries in Russia in comparison with foreign practices. It identifies the main problems and prospects that digital transformation opens up during crisis; and presents a model that allows companies to build their own effective strategies of digital transformation, during and after the crisis.
Chapter 7
Reverse adaptation: when Tourism and Hospitality had to abandon sustainability to survive a pandemic
Leonidas Efthymiou, Yianna Orphanidou
(University of Nicosia, Cyprus)
Alex Zarifis
(University of Loughborough)
Within the framework of Contemporary Organisational complexity, organisations are ought to prepare for non-linear dynamics, adaptation and evolution. But what happens when companies are forced to abandon adaptive sustainability to survive a seismic event? This chapter suggests the term ‘Reverse Adaptation’ to describe how decades of environmental sustainability efforts had to be sacrificed and abandoned to deal with a health pandemic – at all costs.
Chapter 8
Macro-economic adaptation - the operation was successful, but the patient died
Alkis Thrassou
(University of Nicosia, Cyprus)
The chapter explains how strategic adaptation is often myopic. More specifically, it compares the examples of three different countries, which requested financial assistance through a European omnibus bill. However, this type of “financial aid” concerns austerity packages that return to creditors by ninety percent. The analysis presents a rather pessimistic model, where the economy improves at the expense of the people, the over-taxation of businesses, the low-paid workers, and abolishment of labour conditions.
Chapter 9
Transformations in the Social Sector during the Covid-19 crisis in India - A perspective
Ambika Kulshrestha and Sandeep Kulshrestha
(Rectangle Consulting)<
