The pandemic challenged industries and entire social systems. Hence, investigating overarching innovation ecosystems in this context can uncover the intriguing effects of innovation and technological ...change. Based on an inductive case study of a water ecosystem in Catalonia, Spain, with eleven interviews and a follow-up focus group, we observe how an idle innovation ecosystem was crucial to rapid technological change. This finding demonstrates that common innovation objectives and urgency born from a crisis can activate seemingly idle ecosystems—a novel concept in the literature—and suggests that society benefits from the development of ecosystems even when there is no initial joint value proposition. This ecosystem exaptation, i.e., the alignment of an existing ecosystem to a new value proposition, extends the concept of technological exaptation. Thus, business model innovation is a result of, and not an antecedent to, the emergence of an innovation ecosystem.
•Idle innovation ecosystems are constituted by loosely connected entities with no common value proposition.•Idle innovation ecosystems prepare society for rapid technological change.•Crises can generate new value propositions and cause ecosystem exaptation.•Ecosystem exaptation is the alignment of an existing ecosystem to a new value proposition.
Leadership in a safety culture environment is essential in avoiding patient harm. However, leadership in surgery is not routinely taught or assessed. This study aims to identify a framework, metrics ...and tools to improve surgical leadership and safety outcomes.
Qualitative interviews were performed with leadership experts from safety-critical professions. Non-probability-based sampling was undertaken in major international airlines. Data underwent thematic analysis and clinical adaptation by multiple surgeon-analysts using the framework method.
583 codes were synthesised into 10 themes. Leaders were identified as ‘threat and error managers’ who placed safety first. Their core attribute was humble confidence. This allowed them to set the tone for high standards of practice, whilst empowering individuals to speak up about safety issues. Safety-oriented leaders assumed complete responsibility and applied their authority discerningly to obtain optimal outcomes. Finally, effective leaders rallied support for their mission by instilling confidence, building collaborations and managing conflict.
Surgical leadership requires the ability to manage risk, opportunity and people. The study provides an assessment matrix and deliverable tools for improving surgical safety.
Display omitted
•Leading in a safety culture requires specific executive competencies, in addition to technical skills.•The study identified three leadership domains needed to build a culture of safety in surgery:1.Control risk (risk management)2.Drive progress (opportunity management)3.Rally support for the mission (people management)•A leadership assessment tool (SLAM) was developed to provide objective metrics of surgical leadership behaviours based on 9 key performance indicators.
The COVID-19 pandemic has severely affected the hospitality industry. Many have treated the crisis as a temporary shock. However, there are those who see it as a turning point. Treating the ...hospitality industry as a complex adaptive system, this research uses the organizational resilience framework to investigate how hospitality organizations responded to the crisis. A mixed methods approach was employed, and two studies were conducted. A sample of managers from Omani hotels were interviewed and a content analysis was performed on the websites and annual reports of a sample of international hotel brands. The results revealed that the Omani industry’s response was mostly limited to coping, whereas the international industry was active in anticipating, coping, and adapting to the pandemic. Strong support is provided for the notion of the pandemic as a turning point. An action framework has been developed to support firms in keeping pace with the industry's evolution.
•The study integrates complex adaptive system and organizational resilience framework.•Two studies were conducted to understand the hospitality industry’s response to the COVID-19 crisis.•International hotel brands were active in anticipating, coping, and adapting to the pandemic.•Strong support is provided for the notion of the pandemic as a turning point.•The "RESTART" action framework has been developed to support firms in keeping pace with the industry's evolution.
The purpose of this commentary article is to focus on how the covid-19 crisis has affected cultural, lifestyle, and social entrepreneurship. In doing so, I address the current lack of integration ...between crisis management, entrepreneurship, and covid-19 literature. This commentary article systematically synthesizes the current literature by linking key concepts within crisis management and entrepreneurship. Covid-19 has had an enormous effect on global society, so this article is amongst the first from an academic standpoint to examine it from a cultural, social, and lifestyle entrepreneurship perspective. This enables micro, macro, and meso environmental effects originating from the covid-19 crisis to be better understood in terms of the entrepreneurship literature. Currently, the effects of covid-19 on entrepreneurship remain unexplored so this article provides a more inclusive and integrative framework.
Purpose
This paper aims to summarize the current state of research on risk, crisis and disaster management in the generic field, and in tourism and hospitality. It identifies key themes and compares ...the main topics studied in both the tourism and hospitality management and marketing literature.
Design/methodology/approach
A narrative (thematic) review and synthesis was completed based on articles published in the top 20 tourism and hospitality management journals from 2011 to March 2021. A review was conducted of the generic literature from 2016 to 2020.
Findings
From 210 papers reviewed, only 47 are in the hospitality field. The authors found that 80% of papers were empirical with slightly more quantitative papers produced. The majority of the papers focused on crises. Three key themes were found from the review and future research proposed to address gaps based on these findings and a review of 26 papers from the generic risk, crisis and disaster management field.
Practical implications
Research is required into planning and preparedness, not just response and recovery to crises and disasters. Future research should consider hospitality rather than tourism, particularly focusing attention outside of the accommodation sector. Hospitality studies also need to go beyond the micro-organizational level to include more meso- and macro-level studies.
Originality/value
The review provides a number of future research directions for tourism and hospitality research in the field. The paper provides a comprehensive multi-dimensional framework to synthesize studies and identifies research gaps. It also provides recommendations on methodologies required to progress these research directions. Research in this field is likely to grow because of the impact of COVID-19.
COVID-19's rapid spread has caused a global pandemic. Consequently, it is imperative that healthcare organisations conduct crisis management (CM) to cope with this calamity. This study presents a set ...of operational guidelines for healthcare organisations to launch effective countermeasures against such crises by means of effective knowledge management (KM) practices. Additionally, information-technology (IT) applications can significantly improve organisations' CM and KM capabilities by enhancing organisational responsiveness and flexibility. This study thus aims to articulate how the use of innovative IT-enabled mechanisms (e.g., non-contact monitoring devices, intelligent robots, and telemedicine) can reduce the risk of exposure and leverage an artificial intelligence-based epidemic intelligence dashboard to support appropriate decision-making by taking the operation of healthcare organisations in Taiwan during COVID-19 crisis as an example. The research results demonstrate the effectiveness of the employment of IT-enabled KM practices in CM settings in terms of preventing or minimising undesirable crisis consequences.
Abstract
Crises are often viewed as catalysts for change. The coronavirus disease crisis is no exception. In many policy sectors, proponents of reform see this global crisis both as a justification ...and an enabler of necessary change. Policy scholars have paid ample attention to this crisis-reform thesis. Empirical research suggests that these proponents of crisis-induced change should not be too optimistic. The question remains why some crises give rise to reform whereas so many others do not. This paper focuses on one particular factor that crisis researchers have identified as important. Crisis research suggests that the outcome of the meaning-making process—the efforts to impose a dominant frame on a population—shapes the prospects of postcrisis change. The paper offers three ideal-typical framing scripts, which researchers can use to study postcrisis trajectories.
This article reviews how Singapore has responded to the COVID-19 pandemic, from late-January to early May, 2020, through the three-phase approach to “learning”: in-between learning, trial-and-error ...learning, and contingency learning. Given its unique political system dominated by the People’s Action Party (PAP) and bureaucratic culture, the Singapore government has progressively implemented numerous control measures including strict travel bans, contact tracing, “Circuit Breaker,” compulsory mask-wearing, and social distancing policies, along with financial relief to businesses and workers, in a very top-down fashion. Although the health and treatment issues of foreign migrant workers in dormitories continue to be the subject of ongoing debate among many scholars, it should be noted that the mortality rate in Singapore still remains very low compared to that of many other countries. Singapore’s case points to an important lesson that learning-driven coordinated strategic approaches matter for effective crisis management in the long term.
PDF
