Business Under Crisis, Volume II: Organisational Adaptations

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

Jos?G. Vargas-Hern嫕dez

(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