Economic development in a pandemic: Reflections from Melbourne, ‘the world's most locked-down city'

This paper explores the key principles of economic development in a pandemic. It does so by drawing on the lessons learned through the economic response to the COVID-19 pandemic in the Australian city of Melbourne. Melburnians experienced 263 days largely confined to their homes, one of the longest lockdown periods in the world, resulting in deserted city streets and a devastated central city economy. The experience forced the City of Melbourne to adopt a range of unique and innovative responses, first to keep businesses afloat during lockdown, and then to reactivate the city. Melbourne did this while keeping a focus on longer-term economic development. This somewhat unique experience makes Melbourne a useful case study informing best-practice economic development in a pandemic. Key lessons emerging from Melbourne's experience include the need to respond and iterate rapidly, the importance of collaboration with stakeholders and other tiers of government, and the need to maintain a focus on multiple time horizons, even in the midst of the crisis. These insights are potentially transferrable to economic development responses to other crises, including those catalysed by climate change. © 2023, Henry Stewart Publications. All rights reserved.

SUSTAINABILITY REPORTING AS STRATEGIC CRISIS RESPONSE MECHANISM: AN INNOVATIVE APPROACH

Most companies have been severely affected by various business risks due to the COVID-19 outbreak. Their limited resources during this adverse period have forced them to be more concerned with their companies' survival than making sustainability initiatives that incur extra costs. Consequently, companies have faced a challenge in reporting imposed-sustainability statements. According to Wenzel et al. (2020) and Zharfpeykan and Ng (2021), companies can innovatively improvise the regular sustainability reporting to become a strategic tool to portray to stakeholders how companies respond to and address sustainable matters during a crisis period. Thus, this paper presents the concept of sustainability reporting as a strategic crisis response mechanism and proposes a model and matrix that maps the stakeholder engagement disclosure strategy with quality disclosure. Moreover, the paper discusses how this reporting can be influenced by internal governance mechanisms. The paper further suggests the moderating role of enterprise risk management (ERM) in this relationship. This concept can potentially guide managerial decisions on ideal sustainability practices that may not impair companies' capacity to survive during future crises. It may act as an effective instrument in meeting stakeholders' expectations of companies to perform their roles as good corporate citizens during a crisis. © 2023 The Authors.

Why some hotels get it right and others don't: Perspective of situational crisis communication theory towards crisis response strategies

As the victims of the COVID-19 pandemic, hotels depend on effective crisis leadership to respond to the crisis. Despite its significance, limited studies have accentuated the role of crisis leadership in an organization's intention to engage in effective crisis response. To fill this gap, this study examines the hotels' crisis responses in a Victim crisis cluster based on the intention to respond using Situational Crisis Communication Theory (SCCT). The findings reveal Denial along with Bolstering strategies to be prominent. The findings offer theoretical and practical implications to tourism and hospitality research by illustrating the role of crisis leadership for an effective crisis response during an unprecedented crisis, especially during the victim type crisis.

Study on Food Supply Chain Integration of Epidemic Outbreak Based on AHP-Fuzzy

Food is a necessity of people's life, with its unique characteristics and irreplaceability. Due to the sudden, unpredictable and destructive nature of the epidemic, countries need to take particularly strict epidemic prevention measures to manage and control the epidemic in areas with severe development of the epidemic, which affects the trans-regional transportation of food and other agricultural products, and makes food supply become mainly local supply and become a limited resource. Through the integration of food supply chain in response to the outbreak of COVID-19, the service efficiency and cost can be improved, so that the community residents affected by the disaster can get high-quality food more quickly. © 2023 SPIE.

Getting by with a little help from my friends: The impact of the pandemic on the collaboration of small Finnish food and beverage ventures

Ventures' social ties are important enablers of value creation. Particularly during crises, the value of relationships is highlighted as scale-limited ventures can draw from their partners' resources to find opportunities for survival and renewal. Crises also shape ventures' collaboration opportunities by disrupting networks and changing ways of engagement. Yet, longitudinal research on the impact of crises on ventures' collaboration remains limited. In the current study, we combine pre and during-pandemic interviews with social media data from 14 packaged food and beverage ventures to explore the impact of the crisis on venture collaboration. The data illustrates four distinct approaches to collaboration during the pandemic, differing in terms of scope of collaborations, variety of different partner types, proportion of developmental collaborations, and engagement in collaboration due to or despite the crisis. The findings show that the crisis significantly shaped ventures' collaborations, which may shape their social capital beyond the crisis. Copyright © 2023 Inderscience Enterprises Ltd.

Analyzing Instagram Posts from the Minister of Health and the Ministry of Health in Line with Crisis Response Strategies During the COVID-19 Pandemic Process

The aim of this research is to determine how the first and second waves of the COVID-19 crisis had been managed through the official Instagram accounts of the Ministry of Health and Minister of Health Fahrettin Koca as well as which crisis response strategies were used more intensively. The research is limited from March 11, 2020 to March 11, 2021. Another limitation is Ministry of Health's and the Minister of Health's Instagram accounts were only examined within the framework of DiStaso et al.'s (2015) crisis response strategies (information- sympathy-apology). The research uses the quantitative content analysis technique. In line with the analyses, the Ministry of Health and the Minister of Health were determined to mostly have used visual posts in the form of photos+text in their official Instagram accounts regarding the first and second wave of the COVID-19 pandemic, and the posts both accounts made in the relevant process were mostly related to the pandemic. Among the crisis response strategies, the Ministry of Health and the Minister of Health were also determined to have used the information strategy the most, followed by the sympathy strategy in their official Instagram accounts regarding the first and second wave of the COVID-19 pandemic. Only one post regarding the apology strategy was determined to have been made on the Minister of Health's account during the second wave of the pandemic.

A safe haven in times of crisis: The appeal of family companies as employers amid the COVID-19 pandemic

Family firms often struggle to recruit skilled non-family employees. Applying a mixed-method strategy, this article investigates the changing perception of family firms as attractive employers in the context of the COVID19 pandemic. Experimental results indicate that family firms benefit from a greater popularity amid crises owing to perceptions that they offer greater job security and compensation. Qualitative findings expand on these results by identifying new attractiveness-relevant factors that only come into play amid crises-specifically, multifaceted conceptions of family firms' crisis responses and their importance for local communities and economies contribute to their situational appeal.

Authoritarian Crisis Response to COVID-19 in China

What explains the Chinese government's differentiated response to the COVID-19 pandemic? This chapter argues that the same sources of control in authoritarian crisis response that enable the state to mobilize resources and people hamper the flexibility and nimbleness needed to adapt amid uncertainty. It analyzes how political priorities in a predominantly top-down system and experience with past infectious disease outbreaks shape the public health approach to COVID-19 and examines the response from late 2019 through mid-2022 in three approximate phases: early missteps and institutional impediments, rapid shift in response effectiveness, and top-down control and cracks in zero-COVID. Initial reactions were dispersed and incremental as local officials wrestled with how loudly to sound the alarms on the emergence of a new respiratory virus that seemed to be spreading. Beijing eventually backed a centralized, coordinated effort. The ramped-up response was effective, if authoritarian and heavy-handed at times. Since then, the scale and speed of the state's ability to assemble testing, tracing, quarantining, and isolating capacity and other measures enabled China to generally enclose inevitable flare-ups in most of 2020 and 2021. But unyielding pursuit of dynamic zero-COVID policy through mid-2022 reveals a fragile flip side of dogged top-down control. © 2023, The Author(s), under exclusive license to Springer Nature Switzerland AG.

The strength of a weak centre: pandemic politics in the European Union and the United States

The European Union presents a puzzle to political systems scholars: how can a developing polity, with all its attendant functional weaknesses, be rendered politically stable even through moments of a policy crisis? Building on insights from the literature on fiscal federalism, this article challenges much conventional wisdom on Europe's incompleteness. This is based on the corollary of Jonathan Rodden's concept of Hamilton's Paradox: whereas a strong centre cannot resist exploitation by states because it has the means to rescue them, a weak centre's lack of exploitable capacity may induce states to support, and even empower, it in a crisis. This article argues that in providing a contemporaneous stress-test, Covid-19 serves to expose both the pathologies of a strong-centred federation and the surprising resilience of a weak one. It highlights three polity features—powers, decision-making modes and integrity—and charts their political implications during an acute crisis. The article argues that in the EU these features incentivise cooperative ‘polity maintenance' between polarised states, a feature absent in an American polity marked by rivalry between polarised parties. The article thus challenges notions that the EU's incompleteness necessarily leads it to dysfunction or that it should strive to emulate established federations. © 2023, The Author(s).

Adapting to Crisis: The Governance of Public Services for Migrants and Refugees during COVID-19 in Four European Cities

The lack of access to basic services played a big part among the key effects of COVID-19 on migrants and refugees. This paper examines the governance dynamics behind public services for migrants and refugees to understand how COVID-19 has impacted them and what accounts for different levels of adaptive capacity. It employs a mixed methods approach, using egocentric network analysis and qualitative interviews to compare the service ecosystems in four European cities from 2020 to 2022 (Birmingham, Larissa, Malaga, and Palermo). The paper explores the impact of two conditions on the service ecosystems' ability to adapt to the pandemic: the structure of governance and the presence of dynamic capabilities. We argue that the ability of local governments to manage pandemic challenges is highly dependent on the formal distribution of comprehensive competences across various levels (the structure of governance), and the quality of network cooperation between different administrations and civil society (dynamic capabilities). Our analysis reveals that while both conditions are critical for the level of adaptive capacity in public services' provision, the structure of governance is more likely to act as a constraint or trigger for coping strategies.

Navigating the uncharted: A crisis response mix to creeping ‘unknowns'

Creeping crises have received limited attention in crisis management. With a backdrop of COVID-19, we explore how tourism organisations can address unprecedented creeping crises. We propose and test a creeping crisis response matrix qualitatively and quantitatively by analysing 108 earnings calls from 22 hotel groups covering the first 16 months of the pandemic. Some cannot detect creeping crises during the incubation periods or the later re-emergence, whereas early exposure gives an advantage in crisis response. Contrary to conventional wisdom, organisational responses to unknown crises are not always reactive, with organisations deploying a varied mix of responses (reactive, adaptive, protective and proactive) even in the early stages of a crisis. As the framing of the crisis improves, crisis responses shift from survival to full-on experimentation, to response by design and then to response by protocol. The proposed matrix can be used as a response roadmap for navigating future, unknown, creeping crises. © 2023

Rethinking the improvisation of digital health technology: A niche construction perspective

The COVID-19 pandemic has sent shock waves through healthcare organisations and catalysed an impromptu digital shift, creating a demand for telemedicine and other digital health technologies. Under such conditions, improvisation, adaptation, and innovation emerge as core dimensions to an organisation's capacity to generate a response to crisis. This paper integrates a process perspective on the radical improvisation of a digital health technology and investigates how the radical improvisation of a digital health technology emerges and develops during a health crisis. Through a combination of supporting case evidence and literature, a multi-phase conceptual process model anchored in the crisis management cycle and illustrating the radical improvisation of digital health technology is developed and proposed. We conclude with discussion on the long-term implications of radical improvisation and crisis learning, with possible theoretical explanation using niche construction theory, and providing suggestions for future information systems and crisis management research © The Author(s) 2022. (Copyright notice)

Dimensions of cybersecurity performance and crisis response in critical infrastructure organisations: an intellectual capital perspective

PurposeThis research addresses the relationships between the current, dynamic organisational cyber risk climate, organisational cybersecurity performance and changes in cybersecurity investments, with an aim to address the hostile epistemic climate for intellectual capital management presented by the dynamics of cybersecurity as a phenomenon.Design/methodology/approachExpanding on the views of digital security and resilience as a knowledge problem, the research looks at cybersecurity as a critical capability within organisations, particularly relevant in critical infrastructure sectors. The problem is studied from the perspective of 400 C-level executives from critical infrastructure sectors across the UK. Data collected at the peak of the coronavirus disease 2019 (COVID-19) pandemic, a time when critical infrastructure organisations have been under a significant strain due to an increase in cybersecurity incidents, were analysed using partial least square structural equation modelling.FindingsThe research found a significant correlation between the board's perception of a change in their cybersecurity risk climate and patterns of both the development of cybersecurity management capabilities and cybersecurity investments. The authors also found that a positive correlation exists between the efforts placed by critical infrastructure organisations in cybersecurity training and the changes in investment in their cybersecurity, particularly in relation to their intellectual capital development efforts.Originality/valueTo the best of the authors' knowledge, this is the first paper that explores the board's perception of cybersecurity in critical infrastructure organisations both from the intellectual capital perspective and in the dynamic cyber risk climate derived from the COVID-19 crisis. The authors' findings expand on the growing perception of cybersecurity as a knowledge problem, and thus inform future research and practice in the domain of intellectual capital management and its role in supporting the cybersecurity and digital resilience of business and society.

Virtual Supply Chain Network Platform Design and Development for Crisis Response

The COVID-19 pandemic exposed the vulnerability of the Canadian economy on many fronts. When the demand for lifesaving equipment increased globally, the supply chain networks were broken by the direct involvement of other countries. The rising competition and interruptions caused Canada to face significant difficulties in global markets to secure critical medical equipment and protective materials. Not only hospitals and healthcare workers but also the public and patients had no access to the needed equipment even though companies and organizations in the country have the required capacity and resources. In such emergency times, Canada should produce the essential equipment within the country. We propose a four-step strategic product manufacturing system to ensure crisis response. The first and second steps are creating a manufacturing capability database of Canadian companies and a library of product families, respectively. These two steps should be completed before the crisis. The third step involves emergency need analysis, equipment design and forecasting. Finally, the fourth step is developing a virtual supply chain network platform through which the procurement, production, and transportation activities will be scheduled based on the capability database, product families library, and requirements analysis in the most efficient and economical way possible. The research utilizes various tools such as forecasting, optimization, simulation, multi-criteria decision making, and engineering design tools. © 2023, The Author(s), under exclusive license to Springer Nature Switzerland AG.

Additive manufacturing (3d printing) in response to a pandemic: Lessons learned at the children's hospital of Philadelphia

The COVID-19 pandemic produced unprecedented challenges to healthcare and medical device manufacturing (e.g. personal protective device and replacement part shortages). Additive manufacturing, 3D printing, and the maker community were uniquely positioned to respond to these needs by providing in-house design and manufacturing to meet the needs of clinicians and hospitals. This paper reviews the pandemic response of Children's Hospital of Philadelphia CHAMP 3D Lab, a point-ofcare3D printing team that supports clinical and research projects across the hospital network. The CHAMP team responded to a variety of COVID-19 healthcare needs including providing protective eyewear and ventilator components, creating a transport hook, and designing a novel transparent facemask. This case series details our response to these needs, describing challenges experienced and lessons learned in overcoming them so that others may learn from our experiences. Challenges to responding to the pandemic included the need to handle urgent pandemic related requests in addition to our standard fare. This required us to not only expand our capacity without additional resources, but also to develop a system of prioritization. Specific changes made included: streamlining workflows, identifying safety review processes, and developing/enlisting a network of collaborators. Further, we consider how to transition to a future, post-pandemic world without losing the cohesive drive of emergency-induced innovation. This paper aims to share what we have learned and to encourage both teams currently engaged in the printing community and those looking to join it © 2021 The Authors

Organizational and Institutional Response to the COVID-19 Pandemic

This issue of American Behavioral Scientist deals with the various ways in which different kinds of organizations cope with the manifold challenges brought about by the COVID-19 pandemic. Together, these articles map the challenges and opportunities encountered by a variety of organizations in a major public health crisis. The first section of the issue takes up the theme of adaptive crisis response in relation to two different kinds of organizations. This section begins with a comprehensive overview of U.S. nonprofit organizations' responses to the COVID-19 pandemic. The second article expands on the theme of communication practices in organizations using digital communication platforms which facilitate constructive forms of disagreement or "creative conflict.” Both of these articles indicate the potential positive outcomes of entrepreneurial organizational response. In the next section, we turn to organizational responses hampered by digital inequalities. The first article addresses digital inequalities and eLearning during the pandemic in the country of Pakistan. The next article also uses a digital inequalities framework to probe infrastructural inadequacies faced by the criminal justice system in terms of hindrances to external communication for incarcerated populations during the pandemic. This pair of articles underscores the importance of infrastructure as a necessary element of successful crisis response. The third section of the issue continues with case studies of carceral institutions with the first article offering insight into strategies used by incarcerated people to generate a sense of normality despite pandemic disruptions. Finally, the issue closes with an article revealing the delicate balancing act which rural U.S. law enforcement carried out when competing imperatives made it extremely difficult to manage public health and public safety simultaneously. © 2023 SAGE Publications.

Can crisis management teams mitigate COVID-19's effects? A comparative case study between China and the United States

The COVID-19 pandemic has been the world's greatest challenge since World War II. As an unprecedented global public health crisis, crisis management teams (CMTs) in the infected countries need to rethink to cope with the similar uncertainty and urgency of the ongoing COVID-19 pandemic. The shared context of COVID-19 allows us to explore a cross-nation study of different constructs and CMT to communicate information about crises with the public effectively. Since the pandemic affected all countries, the comparison is warranted. Can CMTs mitigate the effects of COVID-19? Based on the analysis of China and the US cases, our study explores how shared and common knowledge cognition among crisis responders plays a pivotal role in effective CMTs' communication while technological failures and inadequate information disrupt the system, worsening pandemics like COVID-19. Furthermore, organizational dysfunction, such as institutional fragmentation, regulatory hurdles and bureaucratic arrogance, impede effective communication between CMTs. However, effective coordination and decisive leadership could improve coordination effectiveness and reduce crisis costs. © 2023 John Wiley & Sons Ltd.

Firms' responses to the COVID-19 pandemic.

The COVID-19 pandemic requires firms to adequately respond. In this study, we first explore in our empirical data how firms responded to the COVID-19 crisis and identify five tactical response types, operational, digitalization, financial, supportive, and organizational responses. Furthermore, our findings indicate that responses vary in scope; Some firms act on their own, while others engage in collaborations. Finally, we find that the response angle is different across firms, as some firms leverage potential and others primarily mitigate risk. Second, we follow an event study design to measure the financial implications of these responses. We find that responses to the COVID-19 pandemic generally entail a positive stock market reaction. Financial and digitalization responses, as well as risk mitigation responses, are consistently evaluated positively. We discuss our findings in context of different theoretical lenses, substantiating the emerging literature on the COVID-19 crisis, and the established literature on crisis response management.

How have researchers defined institutions, politics, organizations, and governance in research related to epidemic and pandemic response? A scoping review to map current concepts.

In recent years, the literature on public health interventions and health outcomes in the context of epidemic and pandemic response has grown immensely. However, relatively few of these studies have situated their findings within the institutional, political, organizational, and governmental (IPOG) context in which interventions and outcomes exist. This conceptual mapping scoping study synthesized the published literature on the impact of IPOG factors on epidemic and pandemic response and critically examined definitions and uses of the terms IPOG in this literature. This research involved a comprehensive search of four databases across the social, health, and biomedical sciences as well as multi-level eligibility screening conducted by two independent reviewers. Data on the temporal, geographic, and topical range of studies were extracted, then descriptive statistics were calculated to summarize these data. Hybrid inductive and deductive qualitative analysis of the full-text articles was conducted to critically analyze the definitions and uses of these terms in the literature. The searches retrieved 4,918 distinct articles; 65 met the inclusion criteria and were thus reviewed. These articles were published from 2004 to 2022, were mostly written about COVID-19 (61.5%), and most frequently engaged with the concept of governance (36.9%) in relation to epidemic and pandemic response. Emergent themes related to the variable use of the investigated terms, the significant increase in relevant literature published amidst the COVID-19 pandemic, as well as a lack of consistent definitions used across all four terms: institutions, politics, organizations, and governance. This study revealed opportunities for health systems researchers to further engage in interdisciplinary work with fields such as law and political science, to become more forthright in defining factors which shape responses to epidemics and pandemics, and to develop greater consistency in using these IPOG terms in order to lessen confusion among a rapidly growing body of literature.

A Topic Modeling Analysis of the Crisis Response Stage during the COVID-19 Pandemic.

The core of disaster management is the ability to respond spontaneously and rapidly to unexpected situations and also to apply planned and adaptable responses that follow manuals and guidelines. This study aimed to observe the changes in information during the COVID-19 pandemic period by collecting and analyzing information announced on a hospital intranet by an infection control team. This study performed text mining of large amounts of data to investigate notices about in-hospital strategies towards COVID-19 to identify changes in the coping strategies during the pandemic. Notices announced within the infection control rooms of 12 university hospitals in South Korea from 1 January to 31 August 2020 were searched. Four representative topics were identified based on the stepwise keywords shown in the topic modeling analysis: (1) "Understanding the new infectious disease", (2) "Preparation of a patient care and management system", (3) "Prevention of spread and securing employee safety" and (4) "Improvement of the management system according to the revision of guidelines". Countries where an infectious disease emerges should provide accurate information on the disease and guidelines to determine how to respond. Medical institutions must revise and complement them while considering their specific circumstances. To efficiently respond to an infectious disease crisis, governments and medical institutions must cooperate closely, and implementing a systematic response is crucial.