COVID‐19 and the Future of Management Studies. Insights from Leading Scholars

Muzio, Daniel; Doh, Jonathan P.

doi:10.1111/joms.12689

Cited by 38 publications

(37 citation statements)

References 30 publications

(34 reference statements)

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“…poor digitization, poor division and specialization of roles, dimensional constraints, low trade unions representation) and subjective reasons (e.g. predominance of direct supervision by the entrepreneur, low propensity for innovation to change, absence of formal systems for assigning objectives and measuring results, work culture linked to the “hours worked” rather than performance, control systems, social loyalty, poor delegation and decision-making autonomy of employees) (Muzio and Doh, 2021).…”

Section: Addressing the Issuementioning

confidence: 99%

Remote working in Italian SMEs during COVID-19. Learning challenges of a new work organization

Barabaschi

Barbieri

Cantoni

et al. 2022

JWL

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Purpose The purpose of this paper is to analyze how remote working has been carried out during the first wave of the pandemic in Italian SMEs, representing at the same time an organizational challenge and an excellent opportunity for individual and organizational learning. Design/methodology/approach This paper involved 60 Italian SMEs of various sectors and 330 employees: 217 clerks (average age 42) and 113 managers (average age 48) belonging to different functional units and with a different education backgrounds. Two different questionnaires, one addressed to clerks and one to managers/executives who coordinate the remote working activity, were prepared and sent. This paper investigates the issues of perceived productivity, technological preparation, coordination, programming and control with specific attention to how the participants faced the remote working experience from the learning point of view. Findings Before the pandemic, Italian SMEs did not feel the necessity to adopt a structured policy on remote working. The COVID-19 emergency has forced them to consider that working remotely is possible and can produce benefits and positive results for what they learned in terms of autonomy, motivation and trust, to the detriment of physical presence, which is not as fundamental to ensure productivity. Originality/value While large, formalized and structured companies encountered modest difficulties being already technologically and culturally prepared for remote working, the big challenge was that of SMEs, who found themselves obliged to adopt it. This paper examines how Italian SMEs lived and evaluated the switch to a new work organization and turned it into an occasion for workplace learning.

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Section: Addressing the Issuementioning

confidence: 99%

Remote working in Italian SMEs during COVID-19. Learning challenges of a new work organization

Barabaschi

Barbieri

Cantoni

et al. 2022

JWL

View full text Add to dashboard Cite

show abstract

“…Furthermore, and linked to this, these interdependencies have been highlighted even more greatly in this pandemic. On the one hand, the COVID-19 pandemic has underlined the limitation of globalisation (Muzio and Doh, 2021), and, on the other hand, it has strengthened the interdependence among companies and between companies and society. Within the interdependent system, each company along with stakeholders, can overcome this uncertainty by contributing to the enhancement of sustainable development (Freeman et al, 2020).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Stakeholder engagement, flexible proactiveness and democratic durability as CSR strategic postures to overcome periods of crisis

Trana

Fiandrino

Yahiaoui

2022

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PurposeThe aim of this study is twofold. First, the research aims to identify Integrated Thinking (IT) stages of development. Second, the research aims to investigate how IT has reacted to the COVID-19 pandemic by accelerating integrated corporate social responsibility (CSR) practises.Design/methodology/approachThe study employs a case study on an Italian multi-utility company, Iren Group. The research method uses triangulated data collected from semi-structured interviews and archival materials and it analyses data with a top-down and bottom-up coding procedure. This allows us to inductively develop a model of IT stages of development and CSR strategic postures as response patterns to the COVID-19 pandemic.FindingsThe research identifies the developmental paths of IT initiation, IT reactiveness and IT implementation responding to changes and challenges in times of crisis. Furthermore, the research provides stimuli for recovery to overcome periods of crisis through three main CSR strategic postures: stakeholder engagement, flexible proactiveness and democratic durability.Practical implicationsThe research suggests that managers can adopt stakeholder engagement, flexible proactiveness and democratic durability as CSR strategic postures in order to integrate CSR practises into the company's DNA and overcome periods of crisis.Originality/valueThis is among the first studies that analyses how IT acts during a crisis in the multi-utility sector. There are three main stages of development, i.e. IT initiation, IT reactiveness and IT implementation, which are characterised by stakeholder engagement, flexible proactiveness and democratic durability.

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“…It highlighted the dependence of solutions on a combination of private and public contributions and decisions (e.g., providing protective equipment and materials; developing, producing, and delivering COVID-19 vaccines at an extraordinary speed). The pandemic also underscored the interdependence among GSCs: for example, the trade-off between potentially positive impacts on climate due to the decline in air traffic and negative impacts on decent work and economic growth, poverty, hunger, and so forth (Muzio and Doh, 2020). We argue that the management literature lags behind practice in exploring solutions and interdependencies related to GSCs and could help practice by advancing a framework that incorporates the difficult trade-offs and assists decision-makers with solutions.…”

Section: Introductionmentioning

confidence: 98%