Crisis Management and Innovations Challenges

A special issue of Businesses (ISSN 2673-7116).

Deadline for manuscript submissions: closed (1 April 2023) | Viewed by 2801

Special Issue Editors


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Faculty of Business and Law, University of the West of England, Bristol BS16 1QY, UK
Interests: supply chain management; sustainability; resilience; social sustainability; innovation
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School of Management, Victoria University of Wellington, Wellington 6011, New Zealand
Interests: operations management; health care management; supply chain management; operations research; risk management

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Department of Logistics, Marketing, Hospitality, and Analytics, University of Huddersfield, Huddersfield HD1 3DH, UK
Interests: sustainable supply chain management; carbon neutrality; circular economy; off-site construction
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Special Issue Information

Dear Colleagues,

Organizations routinely face challenges both to existing operations as well as the need to innovate and stay relevant in their market. This constant state of change impacts the business as usual or exploitation of current capabilities as well as their exploration of new opportunities. Technologies provide new opportunities, such as the ability to gather, analyze, and make sense of broad sets of data with big data analytics (BDA) as well as respond more effectively through optimization processes.

The external environment that businesses face is undergoing rapid changes. The changes represent both threats and opportunities, resulting in businesses requiring more effective crisis management to address emerging threats and innovations to manage opportunities.

Theories and technologies have been used from other areas to help managers to understand how to better manage changes in the organization as they adapt to crises or new opportunities.

This Special Issue is dedicated to new perspectives and approaches to managing change, through either crisis or innovation.

Subjects that will be discussed in this Special Issue will focus on empirical research on innovation and crisis, conceptual papers, as well as the development of new approaches for managing innovation and crisis, and case studies. All methodologies are welcome.

Dr. Lincoln C. Wood
Dr. Linh N. K. Duong
Dr. Mona Koushan
Dr. Jason X. Wang
Guest Editors

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Keywords

  • innovation management
  • innovation strategy
  • ambidexterity capabilities
  • dynamic capabilities
  • product development
  • service development
  • crisis management
  • product recall
  • disruption
  • resilience
  • agility
  • anti-fragility
  • complexity
  • scandal
  • big data analytics

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Published Papers (1 paper)

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Research

24 pages, 1386 KiB  
Article
Innovation Pattern Heterogeneity and Crisis Resilience
by Marina Rybalka and Michael Spjelkavik Mark
Businesses 2023, 3(2), 323-346; https://doi.org/10.3390/businesses3020021 - 31 May 2023
Cited by 2 | Viewed by 1951
Abstract
We use the new taxonomy for innovative firms developed based on microlevel data from the Community Innovation Survey (CIS2018) on a sample of 6360 Norwegian firms, and information on users of COVID-19-related compensation schemes for firms with significant loss of turnover and furloughed [...] Read more.
We use the new taxonomy for innovative firms developed based on microlevel data from the Community Innovation Survey (CIS2018) on a sample of 6360 Norwegian firms, and information on users of COVID-19-related compensation schemes for firms with significant loss of turnover and furloughed employees to analyse how resilient different innovative firms have been to the crisis (in both the short and the long run). By using different probabilistic regression models, we study the probability of firms being affected negatively during the pandemic period between March 2020 and February 2022 covering three waves of societal restrictions in Norway. Our main assumption is that all firms were hit by a shock at an early stage due to a complete lockdown in March 2020, but that firms were more resilient if they either did not use the compensation schemes or used them for a briefer period than the less resilient firms. We find “active R&D doers” to be most resilient, while “strategic adapters” (firms with a main strategy of producing high-quality products for a specific group of customers) are found to be least resilient. These results imply that pre-existing innovation capabilities are important for meeting the crisis. Full article
(This article belongs to the Special Issue Crisis Management and Innovations Challenges)
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