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Knowledge Management Research & Practice ; : 1-17, 2023.
Article in English | Web of Science | ID: covidwho-2327479


This conceptual paper examines voluntary versus mandatory cloud-based training, generating recommendations to harmonise the complementarity of face-to-face and online media in future careers. Technological change was already accelerating when the COVID-19 pandemic response turbocharged transformations of knowledge dissemination in training, thus impacting learning and competency development for the future. The methodology applies comprehensive, structured literature review following PRISMA guidelines with development of a novel conceptual framework illuminating facets of knowledge dissemination. Exploring the context of workplace training and the future of careers with aid of NVivo it was found that altered social cues in cloud training are generating changes in learner attention span, engagement, and peer-to-peer interaction, potentially increasing contract cheating. It is hence recommended that stakeholders demarcate theoretical and practical learning outcomes to develop hybrid cloud media and face-to-face knowledge dissemination to accentuate professional accreditation requirements, engagement and etiquette in virtual spaces, and improve understanding of work-home balance.

International Journal of Contemporary Hospitality Management ; 2021.
Article in English | Scopus | ID: covidwho-1393580


Purpose: This paper aims to propose a “Four-F (finding facts, fostering alternates, fulfilling implementation and feasibility testing)” action plan to global food service businesses (FSB) such as restaurants (dine-in/take away) to build resilience during times of global crises. The 2019 Coronavirus disease and FSBs apply as working examples elaborating the proposed Four-F action plan with several managerial implications for the internal and external stakeholders of FSBs. Design/methodology/approach: The method involves reviewing and coding 108 articles using the PRISMA approach, then applying findings to develop the Four-F action plan integrating multiple theoretical concepts (such as stakeholder, crisis management and dynamic capabilities). Findings: There are two key findings. First, though all four crisis phases should be considered by decision-makers as part of their contingency planning process, the pre and post-crisis stages need higher attention. Second, the Four-F action plan provides specific recommendations to FSBs stakeholders (consumers, suppliers and government) for each crisis phase (pre-crisis, crisis emergence, crisis occurrence and post-crisis). Originality/value: To the best of the authors’ knowledge, this is the first paper that has incorporated multiple theoretical frameworks (stakeholder theory, crisis management and dynamic capabilities) within the FSBs context and provided the Four-F action plan for decision-makers to understand and manage crisis phases. © 2021, Emerald Publishing Limited.