ABSTRACT
PurposeThe purpose of this study is threefold: 1) to examine the relevance of specific strategic orientations for family businesses in the context of an intense crisis such as the COVID-19 pandemic;2) to investigate the role of a family adaptability in surviving the crisis;and 3) to assess how proactive strategic responses connected with marketing or retrenchment responses connected with reducing costs relate to the expected survival of the crisis.Design/methodology/approachThe method adopted is a quantitative research approach. The theoretical framework uses a partial least squares structural equation modeling (PLS-SEM) for the data collected from an online survey of a sample of 544 family businesses in the accommodation industry.FindingsThis paper makes three main findings. First, family businesses that invest in operational marketing actions as a strategic response to the crisis have a high expectation of surviving the crisis. Second, family businesses that reduce their operational and labor costs as a strategic response have a low expectation of surviving the crisis. Third, the family business's adaptability is also fundamental to their expectation of survival.Originality/valueThis is the first paper to identify the possible reactions of family businesses to the COVID-19 crisis. the authors show that there are proactive or retrenchment strategic responses, and the authors relate those responses to the expectancy of surviving the crisis. This is also the first study to examine the relevance of family adaptability as a measure of the resilience of family businesses and, therefore, as a determinant of the expectation of surviving the crisis.
ABSTRACT
Purpose The purpose of this study is threefold: 1) to examine the relevance of specific strategic orientations for family businesses in the context of an intense crisis such as the COVID-19 pandemic;2) to investigate the role of a family adaptability in surviving the crisis;and 3) to assess how proactive strategic responses connected with marketing or retrenchment responses connected with reducing costs relate to the expected survival of the crisis. Design/methodology/approach The method adopted is a quantitative research approach. The theoretical framework uses a partial least squares structural equation modeling (PLS-SEM) for the data collected from an online survey of a sample of 544 family businesses in the accommodation industry. Findings This paper makes three main findings. First, family businesses that invest in operational marketing actions as a strategic response to the crisis have a high expectation of surviving the crisis. Second, family businesses that reduce their operational and labor costs as a strategic response have a low expectation of surviving the crisis. Third, the family business's adaptability is also fundamental to their expectation of survival. Originality/value This is the first paper to identify the possible reactions of family businesses to the COVID-19 crisis. the authors show that there are proactive or retrenchment strategic responses, and the authors relate those responses to the expectancy of surviving the crisis. This is also the first study to examine the relevance of family adaptability as a measure of the resilience of family businesses and, therefore, as a determinant of the expectation of surviving the crisis.
ABSTRACT
In the big data era, managing data-driven hospital operations have become one of the most important tasks for healthcare executives, increasing responsiveness to exceptional disruptions such as those caused by the COVID-19 pandemic. However, they are still facing the challenges of how best to orchestrate the digital medical resources for improving operational performance such as cost, delivery, and quality. Therefore, drawing upon resource orchestration theory, this article investigates how hospitals orchestrate data-driven culture (DDC) and digital technology orientation (DTO) to develop big data analytics capability (BDAC) for operational performance improvement. Survey data were collected from 105 hospitals in China and analyzed using structural equation modeling and ordinary least square regression. The results show that DDC has a significant positive impact on DTO. More interestingly, there is no significant interaction effect between DDC and DTO, indicating that DDC and DTO affect BDAC independently, and not synergistically. The results further reveal that BDAC fully mediates the DTO-operational performance relationship. The findings offer useful and timely guidance on how healthcare executives can manage data-driven hospital operations to improve operational performance during and post the COVID-19 pandemic.