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Technol Forecast Soc Change ; 186: 122135, 2023 Jan.
Article in English | MEDLINE | ID: covidwho-2253302

ABSTRACT

While stressing the relevance of context, the organizational resilience literature has so far not extensively examined resilience in times of healthcare crises such as the ongoing COVID-19 pandemic. The Parasite Stress Theory of Values suggests that such pandemic crises have detrimental impacts on entrepreneurial activity due to social distancing and its effects on interaction, collaboration, and innovation. However, alternatives to personal contact now available thanks to digitalization, have not yet been examined. We expect entrepreneurial firms with more digitalized business models to show higher resilience to pandemic crises, especially those highly affected by globalization and more for non-family businesses than for family businesses. Based on a survey of German Mittelstand firms in the midst of the crisis induced by COVID-19, our findings broadly support our expectations and thus help qualify the Parasite Stress Theory of Values and contribute to a better understanding of organizational resilience in times of pandemic crises.

3.
Biophysical Journal ; 121(3):192A-192A, 2022.
Article in English | Web of Science | ID: covidwho-1755614
4.
Journal of Accounting & Organizational Change ; 18(1):1-11, 2022.
Article in English | ProQuest Central | ID: covidwho-1612765

ABSTRACT

[...]standard setters such as COSO have published new editions of their frameworks (COSO, 2017) and we have witnessed a series of new or updated regulation on more strategically oriented risk management systems (Alexander, 2020;Grammenidis and Hiebl, 2021;Maffei and Spanó, 2021). [...]I draw conclusions and acknowledge those important actors who have made this issue possible. 2. [...]the paper shows that change in developing countries’ risk management systems may only be ceremonial at first with the aim to signal conformance with external pressures, a finding that connects with other accounting and control research on developing country organizations (Damayanthi and Gooneratne, 2017;Hopper et al., 2009;Ndemewah and Hiebl, 2021;van Helden and Uddin, 2016). [...]they find that stakeholder pressure increases top management support for risk management practices in public sector companies, which, in turn, is positively related to the adoption of risk assessment practices, use of risk reporting practices and integration of risk aspects into the strategies of public administrations.

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