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A comprehensive guide in a compact format on doing business in Russia. This book contains everything business-minded individuals need to know, using practical information and numerous tips to succeed in Russia. 'Russia Business' discusses the economy, highlights the challenges Russia would face after the Coronavirus crisis, and covers key societal topics. In addition, it gives a greater insight into the work culture, business regulation and provides first-hand advice on how to manage a business in Russia. This book covers topics of interest to business professionals looking to enter the Russian market, to grow their Russian operations, and to all managers who intend to update their knowledge about Russia in relevant business areas. © The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2021.
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PurposeHow to improve the resilience of service firms in the crisis, such as the COVID-19 epidemic, to maintain a sustainable competitive advantage becomes a growing concern worldwide. Digital platform capability (DPC) provides a series of opportunities and advantages for service firms to shape resilience in the crisis. This study aims to clarify the effect and mechanism of DPC on service firms' resilience, and provides a new mediator (strategic learning [SL]), as well as two boundary conditions (legal inefficiency [LIE] and legal incompleteness [LIC]).Design/methodology/approachQuestionnaires were used to obtain firm data, and executives answered these key questions. Data from 293 service firms during the COVID-19 period were used for hypothesis testing.FindingsDPC was positively related to the adaptive capacity (AC) and planning capacity (PC) of service firms. SL mediated the positive effect of DPC on the AC and PC of service firms. The positive effect between DPC and SL was weakened when LIE and LIC were high.Practical implicationsThis study suggests that it is a very desirable measure to improve DPC to gain organizational resilience (OR) in the crisis. In addition, a SL process in the crisis is crucial, because service firms need to absorb key strategic information from digital platforms to cope with uncertainty. The services firms need to realize that the benefits of DPC will be weakened in the dysfunctional institutional environment of LIE and LIC.Originality/valueTo the best of the authors' knowledge, this study is the first to link the DPC with the resilience of service firms, and provides a new explanation mechanism and some boundary conditions for this important relationship. Furthermore, this study takes a step forward, because these efforts respond to the widespread call of the literature on digitalization and OR, and provide new insights for understanding digital resilience.
ABSTRACT
Purpose: How to improve the resilience of service firms in the crisis, such as the COVID-19 epidemic, to maintain a sustainable competitive advantage becomes a growing concern worldwide. Digital platform capability (DPC) provides a series of opportunities and advantages for service firms to shape resilience in the crisis. This study aims to clarify the effect and mechanism of DPC on service firms' resilience, and provides a new mediator (strategic learning [SL]), as well as two boundary conditions (legal inefficiency [LIE] and legal incompleteness [LIC]). Design/methodology/approach: Questionnaires were used to obtain firm data, and executives answered these key questions. Data from 293 service firms during the COVID-19 period were used for hypothesis testing. Findings: DPC was positively related to the adaptive capacity (AC) and planning capacity (PC) of service firms. SL mediated the positive effect of DPC on the AC and PC of service firms. The positive effect between DPC and SL was weakened when LIE and LIC were high. Practical implications: This study suggests that it is a very desirable measure to improve DPC to gain organizational resilience (OR) in the crisis. In addition, a SL process in the crisis is crucial, because service firms need to absorb key strategic information from digital platforms to cope with uncertainty. The services firms need to realize that the benefits of DPC will be weakened in the dysfunctional institutional environment of LIE and LIC. Originality/value: To the best of the authors' knowledge, this study is the first to link the DPC with the resilience of service firms, and provides a new explanation mechanism and some boundary conditions for this important relationship. Furthermore, this study takes a step forward, because these efforts respond to the widespread call of the literature on digitalization and OR, and provide new insights for understanding digital resilience. © 2022, Emerald Publishing Limited.
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As the biggest black swan event of 2020, the COVID-19 pandemic has significantly weakened the ability of corporate stakeholders to monitor companies on site. In this context, exploring whether the on-site supervision restrictions triggered by the COVID-19 pandemic affect management earnings forecast disclosure is crucial to protect investors' interests and promote the stable development of the capital market. Based on quarterly data of Chinese A-share listed companies' earnings forecasts, this paper finds that: First, when the company's registry region is more severely affected by the COVID-19 pandemic, the company has less willingness to disclose its management earnings forecast. And those released forecasts tend to have lower qualities. Second, a higher level of media monitoring and a better legal environment can mitigate the negative impacts of the COVID-19 pandemic on both the willingness and the quality of management earnings forecast disclosure. Furthermore, mediating effect analysis shows that, the reduced on-site monitoring activities that were originally implemented by independent directors, institutional investors, and analysts during the epidemic period greatly limited stakeholders' monitoring efficiency, and thus cause significant influence on the disclosure of management earnings forecasts.
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Environmental scanning has become increasingly crucial for an organisation’s existence and a matter of interest for scholars and professionals. This research presents an outline of the situation in the field of multidimensional environmental scanning, focusing on Slovenian micro, small and medium sized organisations during the COVID-19 pandemic. Therefore, the paper aims to examine if top managers perceive the multidimensional (external) environment as uncertain and if there have been gender differences in multidimensional (external) environmental uncertainty perception during the COVID-19 pandemic. We researched the field of ecological, social, technological, economic, and political–legal environments. The nonparametric Mann–Whitney U test and descriptive statistics were used to test the research hypotheses. The results show that top managers are not aware enough of multidimensional environmental uncertainty. They do not perceive the ecological and social environment as unpredictable at all. Among the studied environments, they perceive the political–legal environment as most unpredictable. There are no statistically significant gender differences in perceptions of ecological, social, technological, economic, and political–legal environmental uncertainty. We suggest SME top managers pay more attention to environmental uncertainty and use environmental scanning methods to achieve more sustainable development.
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The COVID-19 infection control and prevention measures have contributed to the increase in incidence of intimate partner violence (IPV) and negatively impacted access to health and legal systems. The purpose of this commentary is to highlight the legal context in relation to IPV, and impact of COVID-19 on IPV survivors and IPV prevention and response services in Kenya, Malawi, and Sudan. Whereas Kenya and Malawi have ratified the Convention on Elimination of all forms of Discrimination against Women (CEDAW) and have laws against IPV, Sudan has yet to ratify the convention and lacks laws against IPV. Survivors of IPV in Kenya, Malawi and Sudan have limited access to quality health care, legal and psychosocial support services due to COVID-19 infection control and prevention measures. The existence of laws in Kenya and Malawi, which have culminated into establishment of IPV services, allows a sizable portion of the population to access IPV services in the pandemic period albeit sub-optimal. The lack of laws in Sudan means that IPV services are hardly available and as such, a minimal proportion of the population can access services. Civil society's push in Kenya has led to prioritisation of IPV services. Thus, a vibrant civil society, committed governments and favourable IPV laws, can lead to better IPV services during the COVID-19 pandemic period.