Viability amid systemic crisis: the CORER framework

Spena, Tiziana Russo; Mele, Cristina; Kaartemo, Valtteri; Caputo, Francesco; Marzullo, Marialuisa

doi:10.1108/jbim-07-2021-0350

Cited by 4 publications

(3 citation statements)

References 73 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Fourth, BC enacts mutual (societal) value, as all actors in the ecosystem can benefit. Societal value changes in crisis time, highlighting the role of essential services (Russo Spena et al , 2022). A profound change in lifestyle occurs, with higher demand for primary goods and health service provision.…”

Section: Discussionmentioning

confidence: 99%

Balanced centricity: a joint institutional logic within open collaborative ecosystems

Gervilla

Mele

2022

JBIM

Self Cite

View full text Add to dashboard Cite

Purpose This paper aims to examine the change of institutional logics in actors’ practices within crowdfunding platforms, seen as open collaborative ecosystems. Design/methodology/approach The research follows an abductive approach, wherein data collection and analysis, and the search for complementary theories, constitute parallel iterative processes. A main case study was carried out, complemented by an expert panel. Findings Balanced centricity (BC) as the main institutional logic in crowdfunding platforms delineates actors’ practices (aims, resources and behaviors) into four issues: the development of an open and collaborative community; the overcoming of resource limitations; the changing roles of actors; and the co-creation of mutual (societal) value. Research limitations/implications This study context limits the results. The COVID-19 crisis put all actors in the medical field into an extreme situation in which they had to maximize their potential to achieve a common aim. Once the crisis has passed, further research should address whether BC is maintained as actors’ institutional logic. Originality/value This paper offers a unique perspective on BC as an institutional logic that impacts actors in collaborative open ecosystems.

show abstract

Section: Discussionmentioning

confidence: 99%

Balanced centricity: a joint institutional logic within open collaborative ecosystems

Gervilla

Mele

2022

JBIM

Self Cite

View full text Add to dashboard Cite

show abstract

“…We are aware that the effects of the pandemic remain ongoing and unpredictable. Nevertheless, while the debate regarding its impact continues to flourish, we believe that the ideas and suggestions presented in this special issue offer important contributions and are a source of inspiration for academics working in business fields such as marketing, management and organisation (Nenonen and Storbacka, 2020; Russo-Spena et al , 2022).…”

Section: Special Issues On Covidmentioning

confidence: 99%

“…In such contexts, we must acknowledge that disruptive events may be repeated, and their consequences will have long-term and permanent impacts. These aspects highlight the need for a systemic approach in which the focus is not limited to an analysis of the cause of the crisis and ways of solving it but includes the paths through which the business, economic and social systems evolve as a result of the crisis (Russo-Spena et al , 2022).…”

Section: Introductionmentioning

confidence: 99%

Guest editorial: Crisis management in the COVID-19 pandemic waves

Mele

Spena²,

Corsaro³

et al. 2022

JBIM

Self Cite

View full text Add to dashboard Cite

Purpose COVID-19 has dramatically changed how people live, socialise and think about their future. The disruptive shock that hit societies all over the world had a significantly negative impact on businesses, creating not only economic discontinuity but also uncertainty and disorientation. This special issue on COVID-19 aims to phrase the pandemic crisis and its impact on how to do business. Design/methodology/approach The authors follow MacInnis’s (2011) suggestion that a conceptual article sees what others have identified in a new or revised way. Findings The authors develop the crisis management framework. The authors acknowledge that disruptive events may be repeated, and their consequences will have long-term and permanent impacts. These aspects highlight the need for a systemic approach in which the focus is not limited to an analysis of the cause of the crisis and ways of solving it but includes the paths through which the business, economic and social systems evolve because of the crisis. Practical implications Managerial policies, business models and practices that have been effective up to now will probably no longer work. Beyond this backdrop, the articles compiled in this special issue aim to help set the agenda for post-COVID business research Originality/value The authors identify four primary themes captured by these articles: strategies, capabilities, organisational transformations and value processes. In their entirety, they represent pieces of a conceptual puzzle that do not provide knowledge of “hard facts” but rather a “soft interpretation of how to approach the “new normal”, i.e. a new social and business context.

show abstract

Digital transformation of the business models of Chinese sporting goods enterprises in the post-COVID-19 era: a knowledge-management perspective

Yang

Zhang

Pei

2023

JKM

View full text Add to dashboard Cite

Purpose From a knowledge-management perspective, this paper aims to analyze the digital transformation of the business models of traditional Chinese sporting goods companies in the context of the pandemic crisis and to explore the role of their digital transformation in coping with the crisis. Design/methodology/approach Using theoretical sampling, typical sporting goods companies are selected for case studies. We provide an in-depth analysis of how these companies achieve high performance levels through the digital transformation of their business models in the post-COVID-19 era and discuss the key role of knowledge management in this achievement. Findings Focusing on the challenges faced by Chinese sporting goods enterprises during the pandemic crisis from the knowledge-management perspective, we find that through the digital transformation of their business models, enterprises can improve their knowledge-management capabilities, enhance their flexibility to respond to sudden crises and maintain a higher level of corporate performance. Research limitations/implications This paper has significant implications for sporting goods companies wishing to achieve high corporate performance through the digital transformation of their business models in the post-COVID-19 era. Future research should address the dynamic mechanism of the digital transformation of business models to improve enterprise knowledge-management capabilities and the impact mechanism of knowledge-management capabilities on interenterprise organizational resilience. Originality/value This paper proposes specific strategies in the process of the digital transformation of business models that are essential for improving enterprises’ internal and external knowledge-management capabilities.

show abstract

Viability amid systemic crisis: the CORER framework

Cited by 4 publications

References 73 publications

Balanced centricity: a joint institutional logic within open collaborative ecosystems

Balanced centricity: a joint institutional logic within open collaborative ecosystems

Guest editorial: Crisis management in the COVID-19 pandemic waves

Digital transformation of the business models of Chinese sporting goods enterprises in the post-COVID-19 era: a knowledge-management perspective

Contact Info

Product

Resources

About