The Submission Portal is now open. Submission Deadline: 1 October 2020.
Papers should not exceed 6000 words in total including references.
In a short few months, the Covid 19 pandemic has undermined long established organizational practices. Despite the pandemic featuring as the number one risk on Governments’ National Risk Registers, it has taken Governments throughout the world by surprise. Governments faced a stark choice between protecting lives or protecting the economy. Some Countries quickly restricted the movement of their citizens, placing them under virtual house detention, closing a swathe of economic activity with a stroke of pen, closing their borders and turning airports into empty halls. Other countries made similar choices but acted much slower. Words such as “lockdown”, “social distancing”, “community spread”, “containment”, “fatality rate”, “flattening the curve” dominated the news as well as everyday conversation.
Established Fiscal discipline gave way to Governments spending eye watering amounts of money – significantly more than ever before seen. The UK’s Conservative Government along with Governments elsewhere took responsibility for paying the wages of a large number of workers. Businesses are being rescued with various support packages. As the pandemic eases, the task turns to stimulating the economy.
To date, large firms critical to the economy feature high in the priority list for aid packages, whereas it seems that less emphasis is given to small and medium sized firms. Does rescuing large firms have consequences for the further consolidation of business? Is one legacy of Covid 19 well connected oligopolies?
Although the pandemic has impacted significantly on virtually all countries, some governments have performed much better than others have. The media is awash with articles and analysis pointing to strategies adopted by various governments and the outcomes thus far. However, little is known about the strategies adopted by firms. Just like governments, firms in the same industry, seem to have performed better than others have.
Globalisation was facing challenges prior to the pandemic such as the US-China trade war, and the rise of populism, various crisis points around the world. As the pandemic took effect, some governments curtailed the export of critical goods such as respirators, testing agents, etc., Is this consequence of the pandemic likely to accelerate the move towards protectionism further undermining globalisation? What is the implication for global supply chains? What is the implications for global multinationals?
At the start of the pandemic, food shortages in supermarkets became evident as panic buying took place. While the food supply chain is fiendishly complex and elongated, supermarkets managed to meet demand with shelves being stocked as usual. Supermarkets managed to change many of their practices while ramping up home deliveries and keeping prices steady. They also have etc. What lessons can we learn from the success of food supply chain? Do these lessons help with restructuring the global manufacturing supply chains?
Post pandemic, resilience is likely to be emphasised far more than ever. The challenge is to embed it in strategy formulation and implementation, and ensure it is a critical capability. This leads to the question of how firms build resilience? How does it impact on supply change relationships? What is the trade-off between resilience and costs?
The aim of this special issue to explore some of these issues. In particular, we invite well-argued papers addressing questions such as:
• What is the implication of Covid 19 for firm strategy?
• What are examples of Covid-19 related effective government policy?
• What is the implication of Covid 19 on the adoption of new technology?
• What is the implication of Covid 19 on digitisation?
• What is the implication of Covid 19 on global supply chains?
• What is the implication of Covid 19 for small and medium size firms?
• What is the implication of Covid 19 on globalisation and global firms?
• What is the implication of Covid 19 for e-commerce?
• What is the implication of Covid 19 for platform firms?
• How do firms build resilience and where and how does resilience feature in firms business model?
• What is the implication of Covid 19 for corporate responsibility?
• What is the implication of Covid 19 for sustainability?
• Does Covid 19 give rise to well-connected oligopolies and implications for innovation and consumers?
• What is the implication of Covid 19 for innovation?
The questions are illustrative and not exhaustive. Because Covid 19 is a global phenomenon, we expect varied responses from across the world.
For more information, please contact the Guest Editors:
Professor Narayanan Vadake, Drexel University, LeBow College of Business [email protected]
Abby Ghobadian, Henley Business School, University of Reading [email protected]
Nicholas O’Regan Aston Business School [email protected]
Professor Richard E. Wokutch Virginia Tech [email protected]
Submissions are to be made via the Journal of Strategy and Management Scholar One manuscript portal https://mc.manuscriptcentral.com/jsma. Authors are encouraged to consult the author guidelines for JSMA found here.
The deadline for submissions is 1 October 2020.