Driving forces of the pervasiveness of street vending: A data article.

Street vendors are prominent on public streets and in traditional markets in most developing countries. They raise significant problems for public authorities, residents, pedestrians, and formal retailers. Their informal business is problematic, leading to conflicts and sometimes violence. Moreover, unlicensed street vendors employ children and women and are accused of counterfeiting and drug trading. However, they participate in reducing poverty and unemployment. The current data article aims to formulate a public perception on the problematic issue of street vending pervasiveness by describing a survey dataset on street vending and its main driving factors. Street vending has traditionally be examined by linking it with one or more determinants; thus, the dataset covers poverty, lack of education, immigration, unemployment, urban culture, low-income consumption, resistance, and lack of microfinance as latent constructs. Five measurable variables are introduced that reflect each construct. All variables are measured via seven-point Likert scales. Using a Google Form, 425 responses were collected that reflect the attitudes of the general public in Baghdad, Iraq. This dataset is useful for research on socio-economic problems; more specifically, it introduces reliable measurement models for street vending and the eight factors driving it.

Hajj and Umrah management during COVID-19.

COVID-19 has changed the way crowded events are organised. Every year thousands of crowded events are organised around the globe. Majority of the crowded events are religious in nature, with sensitivities and emotions attached. Organisation of crowded events, especially during a pandemic like COVID-19, poses a considerable challenge. To contain the spread of a human to human contagious disease, several restrictions, including wearing face masks, maintain social distancing, and adhering to regular cleaning and sanitisation, are critical. These restrictions stress the need for the event organisers, including the local or central government, to overhaul policies and practices about crowd management during a pandemic. Some crowded events are regular, whereas the others are occasional, which could be spontaneous such as a protest march, a political rally or a funeral procession. Controlling spontaneous crowded events can be quite difficult, especially during a crisis like COVID-19 pandemic. In this article, we shall review several crowded events which have taken place during the ongoing pandemic and investigate their impact and contribution in the spreading or containing COVID-19. We shall also provide a framework for effectively organising crowded events during the ongoing and future pandemics.

Adaptive Managers as Emerging Leaders During the COVID-19 Crisis.

The coronavirus disease 2019 (COVID-19) has taken the world by surprise and has impacted the lives of many, including the business sector and its stakeholders. Although studies investigating the impact of COVID-19 on the organizational structure, job design, and employee well-being have been on the rise, fewer studies examined the role of leadership and what it takes to be an effective leader during such times. This study integrates social cognitive theory and conservation of resources theory to argue for the importance of adaptive personality in the emergence of effective leaders during crisis times, utilizing the crisis of COVID-19 as the context for the study. We argue that managers with an adaptive personality tend to have increased self-efficacy levels to lead during a crisis, resulting in increased motivation to lead during the COVID-19 crisis. Furthermore, managers with increased motivation to lead during the COVID-19 crisis are argued to have enhanced adaptive performance, thereby suggesting a serial mediation model where crisis leader self-efficacy and motivation to lead during the COVID-19 crisis act as explanatory mechanisms of the relationship between the adaptive personality and performance of the manager. In order to test our hypotheses, we collected data from 116 full-time managers in Saudi Arabia during the COVID-19 crisis and used hierarchical linear regression as the method of analysis. The findings support all of the hypotheses. A discussion of the results, contributions, limitations, and future directions is included.