ABSTRACT
This research examines the effect of digital innovation on the competitiveness and performance of hospitality businesses in Indonesia. This research was conducted with a quantitative research approach. Participants in this study are managers of hotel companies that implement online systems in Indonesia. The samples in this study were 218 respondents. Hypotheses are tested using the Structural Equation Modeling method and processed using Amos Software Version 23. The results show that there is a positive and significant effect between digital innovation on competitiveness, digital innovation and competitiveness also effect hotel business performance positively and significantly. We also found that competitiveness can mediate the effect of digital innovation on business performance. Therefore, we suggest improving business performance with enhancing competitiveness, to improve competitiveness can be done by increasing the implementation of digital innovation.
ABSTRACT
Nowadays, the non-financial reporting of companies shows more and more interest both among companies and investors, who are no longer interested only in the reported figures. However, the pandemic period also left its mark among large companies. Our research concerns the global top 50 companies and the non-financial reports published by them before, during and after the pandemic generated by the novel coronavirus. The purpose of our paper is to illustrate how these entities present the story and the CSR actions taken during a time when most companies struggled to survive. To achieve these objectives, we used qualitative and quantitative research. Namely, we analyzed the entities' non-financial reports, to identify their social responsibility actions and we used the NVivo program in order to highlight which are the most representative words used in non-financial reporting in the three analyzed moments, namely before, during and after the COVID-19 pandemic The results of the study reflect that in a turbulent environment, companies tend to present less complex reports and use more ambiguous tone. Also, our research highlights the fact that CSR activities undertaken ware greatly reduced during the pandemic period.
ABSTRACT
The tourism and hospitality sectors all over the world have been somewhat decimated by the COVID-19 pandemic. However, there are still many hotels operating today despite the calamity. Given the complexity and unpredictability of the hotel industry environment, this study enhanced the Crafting Strategy (CS) notion by adding the experimenting dimension and provides empirical support for the enhanced CS capability to predict hotel resilience, which are the novelties of this study. This study explained the relationship between CS, planned resilience (PR), reactive resilience (RR), and resilience outcomes (RO). A mixed methods analysis was used to analyze data from 150 hotel senior managers in Bali Island, the hardest hit tourist destination in Indonesia. The result revealed that experimenting is indeed a strong contributor to CS. Furthermore, CS shows a positive and significant impact to PR and RR. PR also has a strong influence on RR and the relationship between PR and RO (recoverability, adaptation, and innovation) is mediated by RR. Positive impacts of recoverability and adaptation on financial performance were also shown. In conclusion, hotels need to build and strengthen both their PR, and RR as they are equally important for the RO that is crucial for sustainability.
ABSTRACT
Pandemic crises like the coronavirus disease 2019 (COVID-19) have severely influenced companies working in the Agri-food industry in different countries. Some companies could overcome this crisis by their elite managers, while many experienced massive financial losses due to a lack of the appropriate strategic planning. On the other hand, governments sought to provide food security to the people during the pandemic crisis, putting extreme pressure on companies operating in this field. Therefore, the aim of this study is to develop a model of the canned food supply chain under uncertain conditions in order to analyze it strategically during the COVID-19 pandemic. The problem uncertainty is addressed using robust optimization, and also the necessity of using a robust optimization approach compared to the nominal approach to the problem is indicated. Finally, to face the COVID-19 pandemic, after determining the strategies for the canned food supply chain, by solving a multi-criteria decision-making (MCDM) problem, the best strategy is specified considering the criteria of the company under study and its equivalent values are presented ââas optimal values of a mathematical model of canned food supply chain network. The results demonstrated that "expanding the export of canned food to neighboring countries with economic justification" was the best strategy for the company under study during the COVID-19 pandemic. According to the quantitative results, implementing this strategy reduced by 8.03% supply chain costs and increased by 3.65% the human resources employed. Finally, the utilization of available vehicle capacity was 96%, and the utilization of available production throughput was 75.8% when using this strategy.
ABSTRACT
(1) Background: Corporate social responsibility (CSR) is important for every company that cares for sustainable structures. Healthcare providers especially have made social responsibility their goal. However, crises such as the COVID-19 pandemic impacted different activities within the healthcare sector including CSR and its monitoring. However, theory-driven CSR research within the healthcare sector is scarce and monitoring requires a structured understanding of the processes. Therefore, the objective of this study was to investigate the CSR practices and activities which healthcare providers have implemented in an exemplified country namely Germany and the effect of the pandemic in this process. (2) Methods: Participants were sampled based on their field of care (general, psychiatric, or rehabilitation), the type of organization (public, private, or non-profit), and group membership. A total of 18 healthcare providers were initially recruited, out of which nine participated in the interviews. They represent companies with yearly revenue of between EUR 110 million and EUR 6 billion, and have between 900 and 73,000 employees. (3) Results: CSR-related activities were postponed due to times of crisis. There was a necessity to rapidly digitalize processes. Frequent and precise communication turned out to be important for keeping employees' well-being, motivation, and satisfaction levels high. Environmental efforts were counteracted by new hygienic requirements and a shift in priorities. Many study participants expressed the hope that after the pandemic, newly established methods, processes, and structures (e.g., digital meetings, quicker and more inclusive communication) would be maintained and developed further. (4) Conclusions: The pandemic has been challenging and at the same time, these challenges also created opportunities to strike a new path using the learnings to overcome future health-related or economic crises.