PurposeSmall businesses and start-ups have started to reopen post coronavirus disease 2019 (COVID-19) lockdowns but are facing numerous challenges mainly due to changed customer preferences and the need to fine-tune the business models. This research aims to identify the important aspects that start-ups need to focus on, as they weather the COVID-19 pandemic storm.Design/methodology/approachResearch uses constructivist grounded theory methodology to analyse data collected through in-depth semi-structured interviews with entrepreneurs and senior employees at start-ups. A conceptual model based on nine categories impacting a start-up’s performance is investigated. Interview memos are thematically analysed to identify repeated ideas, concepts or elements that become apparent.FindingsStudy reveals that employees’ and customers’ safety, prudent cost management and online presence/doorstep services are key for start-ups to succeed today's changed business landscape due to COVID-19.Practical implicationsFindings act as a practical guide for start-ups in setting mechanisms, optimizing operations and fine-tuning strategy to address COVID-19 challenges. Start-ups are advised to evaluate the implications of the three findings on their respective businesses to successfully tackle the challenges posed by COVID-19.Originality/valueThis research, being cognizant of a start-up’s unique characteristics and nuances, takes a fresh approach to identify key aspects that start-ups need to focus on and fine-tune in the wake of COVID-19. The paper enriches scientific research of understanding impact of COVID-19 on organizations by specifically surfacing how start-ups can learn and adapt by knowing how other start-ups are surviving today.
Small businesses and start-ups have started to open up post-coronavirus disease 2019 (COVID-19) lockdowns, but they have faced numerous challenges mainly due to changed customer preferences and the need to fine-tune business models. In this research, we study how a food-tech start-up, Conosh, reshapes its business to weather the COVID-19 pandemic and thereby try to identify important aspects that start-ups need to focus on, post COVID-19 pandemic. Interview memos are thematically analysed to identify repeated ideas, concepts or elements that become apparent. The study reveals that employees’ and customers’ safety, prudent cost management, online presence and doorstep services are key for start-ups to succeed during COVID-19. This research takes a fresh approach to identify key strategic and operational aspects that start-ups need to fine-tune in the wake of COVID-19. The case study enriches scientific research of understanding the impact of COVID-19 on organizations by offering a practical guide on how start-ups can learn and adapt by looking at how other start-ups are surviving today.
Purpose Across industries, firms want to adopt data-driven decision-making (DDDM) in various organizational functions. Although DDDM is not a new paradigm, little is known about how to effectively implement DDDM and which problem areas to focus on in these functions. This study aims to enable start-ups to use DDDM in human resources (HR) by studying five HR domains using a narrative inquiry technique and aims to guide managers and HR practitioners in start-ups to enable data-driven decisions in HR. Design/methodology/approach This study adopts the narrative inquiry technique by conducting semi-structured interviews with HR practitioners and senior members handling HR functions in start-ups. Interview memos are thematically analyzed to identify repeated ideas, concepts or elements that become apparent. Findings The study findings indicate that start-ups need to have canned operational reports with right attributes in each of these HR domains, which members should use when performing HR tasks. Few metrics, like cost-to-hire in recruitment, distinctly surfaced relatively higher in importance that each start-up, should compute and use in decision-making. Practical implications Managers, HR practitioners and information technology implementation teams will be able to consume the findings to effectively design or evaluate HR processes or systems that empower decision-making in a start-up. Originality/value Start-ups have a fast-paced culture where creativity, relationships and nimbleness are valued. Prevalent decision models of larger organizations are not suitable in start-ups’ environments. This study, being cognizant of these nuances, takes a fresh approach to guide start-ups adopt DDDM in HR and identify key problem areas where decision-making should be enabled through data.
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