Submissions open: 1st August 2021
Submissions deadline: 21st November 2021
Organizational performance is widely seen as one of the key metrics to understand organizations’ best practices which enable them to survive the highly competitive environment and markets, irrespective of the sector or segment. The organizations must have an understanding and appreciation of the key business measures and the expected outcome (Al-Dhaafri and Alosani, 2020). The businesses have become highly sophisticated and globally interlinked in the current scenario, which has made them increasingly vulnerable to risks, with more potential points of failure and less margin of error for absorbing delays and disruptions (Machado et al., 2019). The COVID-19 pandemic has shown that many organizations were not aware of how vulnerable their businesses were to global disruptions (Singh et al. 2021). Without having open communication channels and easy access to information across their global teams, their response to the disruption has been reactive and uncoordinated, creating several issues down the line. The need for analysing the business practices using the available data and analysing the vulnerabilities for assessing the resilience of the organizations are requirement of the current scenario (Kaviani et al. 2020).
The COVID-19 pandemic has also resulted in supply chain disruptions globally, due to closing of plants, demand spikes specifically in essential commodities and inventory disruptions. Micro, small, and medium enterprises (MSMEs), which are the socio-economic backbone of most countries (Jafari-Sadeghi et al., 2020), have been disproportionately affected by the COVID-19 pandemic. COVID-19 has affected the MSMEs in three major ways: by directly changing production and demand, by creating supply chain and market disruption, and by its financial impact on firms and financial markets (Spicer, 2020). A large number of MSMEs are closed or operating with reduced workforce. Resumption of the MSMEs may require a social and leadership support for developing post-COVID resilience in their business process (Khurana et al, 2021). The reinvigoration of business operations globally during and after the pandemic will require innovations, improvements and shared responsibility of all stakeholders to build more resilient supply chains which have sustainability at their core. To achieve more efficient and agile processes, organizations must identify and measures its performance metrics by benchmarking and implementing the solutions that simplify and strengthen end-user communication and provide the information and insights needed for logistics teams to make smart decisions. In this context, there is an increasing need to re-analyse the business performance and make the businesses more resilient for future disruptions.
Aspiring for increasing the efficiency and optimization of such business resilience against disruptions is a crucial step. Resilient businesses reduces the shocks to stakeholders in the times of pandemic. More specifically, the concentration of industrial capacities and economic activity into smaller and more efficient sectors, up to the international level, has produced highly lucrative yet fragile supply chains, and economic exchanges whose disruptions could have significant effects in unexpected areas (Xu et al. 2020). A heightened focus on risk management is increasingly important, especially as related to qualification, selection, and on-going monitoring of third parties. The COVID-19 pandemic has taught many organizations the hard way that they must reduce their global supply chain vulnerabilities and ensure proactiveness by implementing new solutions.
As the COVID-19 pandemic continues to spread and affect at a global level, the policymakers and supply chain professionals have stepped up their efforts when it comes to redesign their networks. Employees of organizations are afraid, demotivated, and afraid of job cut or reduced salary. It is the need of the hour to deal with the above challenges concisely and to maintain the post-COVID-19 resilience and develop adequate policies to handle such pandemic in future. In order to achieve this efficient working of supply chains globally, there are a lot of challenges that require supply chain resilience to ensure that the businesses remain sustainable. Globally supply chain professionals are increasingly discussing the new coronavirus (COVID-19) situation with researchers, policymakers and stakeholders to find ways to lessen this short term fallout.
Accordingly, the following research questions guided the special issue:
- How to re-design the business considering global pandemic?
- How to identify and enhance the performance measures of the MSMEs in view of COVID-19?
- How can the resilience aid in mitigating the impacts of the COVID-19 in businesses?
- What will be the impact of resilience on improvement and upliftment of the MSMEs in light of COVID-19?
Taken together, these varied research articles will aid in better understanding the nature of businesses resilience that can help in strengthening the response of industry and academia in recovering from the global pandemic. As the Guest Editors, we are pleased to invite you to contribute to this Special Issue. Both conceptual and real-life case study papers are welcome.
Examples of content include, but are not limited to:
- Analysing best practice in businesses in view of COVID-19
- Analysing the role of collaboration in performance enhancement of resilience in business processes
- Application of MCDM techniques in improving the sustainable resilience under COVID-19 pandemic for businesses
- Blockchain and IoT for performance enhancement the resilience of business processes
- Concepts related to digital technologies, Industry 4.0, Big Data analytics to improve the resilient in post epidemic supply chains
- Opportunities and challenges for sustainable resilience in the outbreak of COVID-19 in business processes
- Resilient and sustainable re-design of businesses in view of pandemic
Resilience; Organizational Performance; COVID-19; Pandemic; Benchmarking; MSMEs
Dr. K. Mathiyazhagan,
Head for Research Centre,
Operations & Quantitative Methods.
Thiagarajar School of Business, Madurai,
Email: [email protected]
Dr. Ramesh Anbanandam
Department of Management Studies,
Associated Faculty, Center for Excellence in Transportation Systems (CTRANS)
Indian Institute of Technology Roorkee
Roorkee 247 667, Uttarakhand, India
Email: [email protected]
Dr. Vernika Agarwal,
Amity International Business School
Sector 125, Noida - 201303,
Email: [email protected]
Al-Dhaafri H.S. and Alosani, M.S. (2020), "Impact of total quality management, organisational excellence and entrepreneurial orientation on organisational performance: empirical evidence from the public sector in UAE", Benchmarking: An International Journal, 27(9), 2497-2519.
Jafari-Sadeghi, V., Dutta, D.K., Ferraris, A. and Del Giudice, M. (2020). "Internationalisation business processes in an under-supported policy contexts: evidence from Italian SMEs", Business Process Management Journal, 26(5), 1055-1074.
Kaviani, M.A., Tavana, M., Kowsari, F. and Rezapour, R. (2020). "Supply chain resilience: a benchmarking model for vulnerability and capability assessment in the automotive industry", Benchmarking: An International Journal, 27(6), 1929-1949.
Khurana, S., Haleem, A., Luthra, S., Huisingh, D., & Mannan, B. (2021). “Now is the time to press the reset button: Helping India’s companies to become more resilient and effective in overcoming the impacts of COVID-19, climate changes and other crises”, Journal of Cleaner Production, 280(2), 124466.
Machado, M.C., Telles, R., Sampaio, P., Queiroz, M.M. and Fernandes, A.C. (2019), "Performance measurement for supply chain management and quality management integration: A systematic literature review", Benchmarking: An International Journal, 27(7), 2130-2147.
Singh, S., Kumar, R., Panchal, R., & Tiwari, M. K. (2021). “Impact of COVID-19 on logistics systems and disruptions in food supply chain”, International Journal of Production Research, 59(7), 1993-2008.
Spicer, A. (2020). Organizational Culture and COVID‐19. Journal of Management Studies, 57(8), 1737-1740
Xu, Z., Elomri, A., Kerbache, L., & El Omri, A. (2020). “Impacts of COVID-19 on global supply chains: facts and perspectives”, IEEE Engineering Management Review, 48(3), 153-166.