Coronavirus (covid-19) and entrepreneurship: changing life and work landscape

Abstract

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. RÉSUMÉL'objectif de cet article-commentaire est de se concentrer sur la mani ere dont la crise li ee a la Covid-19 a affect e l'entrepreneuriat culturel, de style de vie et social. Ce faisant, j'aborde l'absence actuelle d'int egration entre la gestion de crise, l'entrepreneuriat et la litt erature sur la Covid-19. L'article synth etise, de façon syst ematique, la litt erature actuelle en liant les concepts-cl es dans le cadre de la gestion de crise et de l'entrepreneuriat. La Covid-19 a eu un impact enorme sur la soci et e mondiale. Aussi cet article est-il parmi les premiers a examiner cet impact, d'un point de vue acad emique, selon une perspective d'entrepreneuriat culturel, social et de style de vie. Cet examen permet de mieux comprendre les effets environnementaux de la crise li ee a la Covid-19aux plans micro, macro et mesoen termes de litt erature sur l'entrepreneuriat.A ce jour, les effets de la Covid-19 sur l'entrepreneuriat restent inexplor es, de sorte que cet article fournit un cadre plus inclusif et ax e sur l'int egration.

COVID-19 as an accelerator for developing strong(er) businesses? Insights from Estonian small firms

“…Our findings show that the dimensions of CM as discussed in the literature (see, for example, Smith & Riley, 2010;Stephan, 2018;Wenzel et al, 2020) are generally appropriate to study and analyze how small companies cope with an unexpected and sudden crisis, even one such as COVID-19, which is different from past crises. Referring primarily to the most recent research on CM-including research that has already addressed COVID-19 (see, for example, Doern et al, 2019;Morrish & Jones, 2020;Osiyevskyy et al, 2020;Ratten, 2020), it seems the companies have acted so far as recommended; that is, they have acted proactively, viewing the crisis as something positive, something that can help them to improve their business models, as COVID-19 has immediately revealed the weaknesses. The findings also suggest that it does not seem to harm the companies not having a systematic approach to CM.…”

“…If one compares COVID-19 with previous crises (for example, the financial crisis of [2008][2009], one can see that the current pandemic has manifold facets or causes (external and internal) that require from the organization different and multiple actions both at the strategic (for example, development of new skills and competences and repositioning) as well as the operational level (for example, organizational reorganization and cost retrenchment). Thus, COVID-19 is different from past crises (Rapaccini et al, 2020;Ratten, 2020) and asks for new approaches.…”

“…All this in combination destabilizes an organization and the crisis can mean a significant threat to its strategic goals (Smith & Riley, 2012). Compared with previous crises, COVID-19 takes another form of uncertainty; it is hard to anticipate its end, which, in turn, hampers future planning options (Ratten, 2020).…”

Multidimensional Facets of Entrepreneurial Resilience during the COVID-19 Crisis through the Lens of the Wealthiest Romanian Counties

“…The performance can be analyzed from many standpoints: both quantitatively and qualitatively [34], at the micro and macro levels [35]. Even though the COVID-19 global crisis has been causing significant havoc around the world, especially since it was declared a pandemic on 11 March 2020 [36], the effects of this outbreak present some important opportunities for entrepreneurs to be innovative and to reinvent their businesses [37]. This pandemic triggered many lockdowns in economies worldwide [38] and created a unique situation that has no documented equivalent in the entrepreneurship scientific literature [39].…”

The COVID-19 pandemic impact upon housing brokers’ workflow and their clients’ attitude: Real estate market in Krakow

“…As of September 22, 2020, the COVID-19 pandemic has caused over 960,000 deaths and more than 31 million confirmed cases all over the world (Johns Hopkins Coronavirus Resource Center, 2020). The outbreak of COVID-19 has influenced almost all the aspects of human life (Zahra, 2020;Ratten, 2020aRatten, , 2020bLiguori & Winkler, 2020) and has completely changed the economic environment (Kuckertz et al, 2020;Kufel, 2020;Korzeb & Niedziółka, 2020). In particular, as Nicola et al (2020) note, the emergence of coronavirus may be considered in the context of the effect upon primary, secondary, and service sectors.…”