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

Abstract

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.