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Purpose Uncertain times [e.g. coronavirus disease 2019 (COVID-19)] require service businesses to respond in creative, flexible and resilient ways. This paper aims to develop and test the theoretical relationship between digital transformation and organizational resilience (OR), and the consequences of OR on organizations and employees during turbulent times.Design/methodology/approach A scale development was first conducted with an expert panel. Later, 474 participants who work as employees in small and medium-sized service enterprises were recruited for structural equation modeling (SEM). Exploratory factor analysis (EFA), confirmatory factor analysis (CFA) and path analysis were conducted to test the relationship between dimensions of digital maturity, dimensions of OR and two consequential variables: organizational performance and employees’ state optimism.Findings Strategic technology investment helps organizations to develop systematic control sustain operations in crises but may not directly contribute to employees’ capabilities of accurately understanding external turmoil, actively seeking available resources and rapidly developing adaptive solutions. Transformation management intensity equips an organization with transformative vision, governance and culture, and such transformative built-in leadership enables the organization to embrace employees with talents and innovativeness and help employees grow their capabilities when facing crises. The dimensions of OR have different influences on the organization and employees.Originality/value This research develops and tests the dimensions and measurement items of OR for the services domain and empirically tested how the dimensions of digital maturity influence the dimensions of OR, and how OR influences the organization’s performance and employees’ state optimism.

In highly volatile and uncertain times, organizations need to develop a resilience capacity which enables them to cope effectively with unexpected events, bounce back from crises, and even foster future success. Although academic interest in organizational resilience has steadily grown in recent years, there is little consensus about what resilience actually means and how it is composed. More knowledge is particularly needed about organizational capabilities that constitute resilience, as well as conditions for their development. This paper aims to make a contribution to this heterogeneous research field by deepening the understanding of the complex and embedded construct of organizational resilience. We conceptualize resilience as a meta-capability and decompose the construct into its individual parts. Inspired by process-based studies, we suggest three successive resilience stages (anticipation, coping, and adaptation) and give an overview of underlying capabilities that together form organizational resilience. Based on this outline, we discuss relationships and interactions of the different resilience stages as well as main antecedents and drivers. We formulate propositions that can act as a foundation for future empirical work.

Research studies on brand transgression (BT), service failure and recovery (SFR), and product-harm crisis (PHC) appear to have a common focus, yet the three streams developed surprisingly independently and with limited reference to one another. This situation is unfortunate because all three fields study a similar phenomenon by using complementary conceptualizations, theories, and methods; we argue that this development in silos represents an unnecessary obstacle to the development of a common discipline. In response, this review synthesizes the growing BT, SFR, and PHC literatures by systematically reviewing 236 articles across 21 years using an integrative conceptual framework. In doing so, we showcase how the mature field of SFR in concert with the younger but prolific BT and PHC fields can enrich one another while jointly advancing a broad and unified discipline of negative events in marketing. Through this process, we provide and explicate seven overarching insights across three major themes (theory, dynamic aspects, and method) to encourage researchers to contribute to the interface between these three important fields. The review concludes with academic contributions and practical implications.

AbstractObjectiveTo evaluate the association between physical distancing interventions and incidence of coronavirus disease 2019 (covid-19) globally.DesignNatural experiment using interrupted time series analysis, with results synthesised using meta-analysis.Setting149 countries or regions, with data on daily reported cases of covid-19 from the European Centre for Disease Prevention and Control and data on the physical distancing policies from the Oxford covid-19 Government Response Tracker.ParticipantsIndividual countries or regions that implemented one of the five physical distancing interventions (closures of schools, workplaces, and public transport, restrictions on mass gatherings and public events, and restrictions on movement (lockdowns)) between 1 January and 30 May 2020.Main outcome measureIncidence rate ratios (IRRs) of covid-19 before and after implementation of physical distancing interventions, estimated using data to 30 May 2020 or 30 days post-intervention, whichever occurred first. IRRs were synthesised across countries using random effects meta-analysis.ResultsOn average, implementation of any physical distancing intervention was associated with an overall reduction in covid-19 incidence of 13% (IRR 0.87, 95% confidence interval 0.85 to 0.89; n=149 countries). Closure of public transport was not associated with any additional reduction in covid-19 incidence when the other four physical distancing interventions were in place (pooled IRR with and without public transport closure was 0.85, 0.82 to 0.88; n=72, and 0.87, 0.84 to 0.91; n=32, respectively). Data from 11 countries also suggested similar overall effectiveness (pooled IRR 0.85, 0.81 to 0.89) when school closures, workplace closures, and restrictions on mass gatherings were in place. In terms of sequence of interventions, earlier implementation of lockdown was associated with a larger reduction in covid-19 incidence (pooled IRR 0.86, 0.84 to 0.89; n=105) compared with a delayed implementation of lockdown after other physical distancing interventions were in place (pooled IRR 0.90, 0.87 to 0.94; n=41).ConclusionsPhysical distancing interventions were associated with reductions in the incidence of covid-19 globally. No evidence was found of an additional effect of public transport closure when the other four physical distancing measures were in place. Earlier implementation of lockdown was associated with a larger reduction in the incidence of covid-19. These findings might support policy decisions as countries prepare to impose or lift physical distancing measures in current or future epidemic waves.

The COVID-19 has grandly shaken all organizations, creating a complex and challenging environment for managers and human resource management (HRM) practitioners, who need to find ingenious solutions to ensure the continuity of their companies and to help their employees to cope with this extraordinary crisis. Studies addressing the impact of this crisis on HRM are sparse. This paper is a general literature review, which aims at broadening the scope of management research, by exploring the impact of the COVID-19 on HRM. It identifies the main challenges and opportunities that have arisen from this new pandemic and it offers insights for managers and HRM practitioners into possible future organizational directions that might arise from these opportunities.

In this paper, CiteSpace software is used to make statistics and Analysis on the literature related to public opinion research in Colleges and universities in China in recent years collected by CNKI, and visually display and analyze the literature data through the way of knowledge map, and also reveal the research status, research hotspots and trends in this field in a visual way. In recent years, the research in the field of public opinion in Colleges and universities has achieved sustained development, but there is a lack of high impact authors of core categories, and researchers have not formed a certain degree of concern; with the development of the network, the current research direction in this field mainly focuses on campus public opinion, network public opinion, emergency public opinion, new media public opinion, but the research force has not formed a scale We can rely on the new media and network technology to further expand the research of public opinion in Colleges and universities from the perspective of crisis management and ideological and political construction.

In light of the unprecedented global crisis caused by the COVID-19 pandemic, resilient businesses are those more likely to make the transition to the post-COVID era. Our study draws on the concept of psychological resilience and focusses on individual owner-managers to the end of examining business resilience in the context of the COVID-19 pandemic. We conduct a longitudinal qualitative study, collecting data from 35 small business owner-managers between April and December 2020. Our findings—which provide insights into the micro-underpinnings of the resilience exhibited by small business in response to the COVID-19 pandemic—illustrate the responses and resilient qualities of owner-managers at both the personal and leadership levels, which facilitate resilient actions at the small business level. By drawing on a psychological perspective, our study provides a novel conceptualization of small business resilience at the person-role-organization nexus. Plain English SummaryThe psychological resilience of owner-managers provides novel insights towards a better understanding of small business resilience during exogenous shocks, such as the COVID-19 pandemic. Psychological resilience involves an individual’s ability to adapt or thrive in the face of life’s adversities and uncertainties. We conduct a longitudinal qualitative study, collecting data from 35 small business owner-managers between April and December 2020. We reveal a sequential process centred on owner-managers and on their abilities to build-up or strengthen any personal and leadership resilient capacities, which appear to be prerequisites for the establishment of resilient actions at the level of the small business. We contribute theoretically by conceptualizing the links and path dependencies between personal, leadership (role), and organizational resilience in small businesses. In conclusion, our study provides practical implications on essential personal-level responses that can guide the leadership role of owner-managers in the midst of the continuing COVID-19 pandemic.

Existing research on resilience varies across fields on analysis and presents scattered and diverse definitions. For example, the literature suggests that resilience in organisations is influenced by factors of various levels, occurring at both the individual and organisational level. However, there are currently few insights into how these different levels of analysis interact with each other. Therefore, focusing on resilience in the context of entrepreneurship, this paper aims to explore the relationship between the employee-level resilience dimensions (cognitive, behavioural and contextual) and entrepreneurs’ perceived performance, and the moderating role of entrepreneur resilience. A survey has been conducted with 195 entrepreneurs managing small family firms. Results confirm the hypothesis that the dimensions of employee-level resilience affect performance positively when the entrepreneur has a strong propensity towards personal resilience. Entrepreneurs may use these insights to increase awareness of their actions towards achieving organisational resilience and to implement practices aimed at increasing employee-level resilience.

Companies increasingly face product harm crises resulting in product recalls, which often have a negative impact on firm value. Whereas prior research has studied the short-term effects of product recalls on firm value, the authors of this article focus on the long-term effects. They develop a conceptual framework and hypotheses about the main effect of recall volume and the moderating effects of crisis management strategies on the relationship between recall volume and long-term firm value. They empirically test the hypotheses in the auto industry context using both short-term abnormal returns analysis and long-term calendar-time portfolio analysis of 280 product recalls during 2005-2015. The findings reveal that the negative impact of product recall volume lingers overtime. Brand (promotion) advertising has a significant positive (negative) effect on the relationship between recall volume and long-term abnormal returns. Furthermore, both voluntary recall initiation and postrecall remedial efforts positively moderate the impact of recall volume on long-term returns. These moderating effects are contrary to those in the short term. The results suggest that managers should use different advertising types during and after a recall, strategically initiate recalls, and diligently prepare postrecall remedies to mitigate the negative effects of recall volume on long-term return.

With rapidly changing ecology, urbanization, climate change, increased travel and fragile public health systems, epidemics will become more frequent, more complex and harder to prevent and contain. Here we argue that our concept of epidemics must evolve from crisis response during discrete outbreaks to an integrated cycle of preparation, response and recovery. This is an opportunity to combine knowledge and skills from all over the world—especially at-risk and affected communities. Many disciplines need to be integrated, including not only epidemiology but also social sciences, research and development, diplomacy, logistics and crisis management. This requires a new approach to training tomorrow’s leaders in epidemic prevention and response. We need to integrate the knowledge and skills from different disciplines and from communities all over the world to enable effective responses to future epidemics.