What Is Next? The Longer-Term Managerial Challenges following COVID-19

Abstract

Existing research has highlighted the immediate challenges posed by the enforced work-from-home arrangements during the COVID-19 pandemic, particularly in the effective transfer and retention of knowledge, especially tacit knowledge, due to the reduced opportunities for face-to-face interactions. This study seeks to delve into the enduring concerns and obstacles faced by business managers as they navigate a return to normalcy in their operations. We conducted a grounded approach study between September and December 2021, involving semi-structured interviews with thirteen managers from eight business firms in Hong Kong who had experience supervising and undergoing work-from-home arrangements during the COVID-19 pandemic. Our research uncovered three layers of challenges. The first layer, echoing the existing literature, revolves around the inefficiencies in knowledge sharing stemming from the absence of physical interactions among colleagues. The second layer addresses the difficulties related to the socialization, performance, and retention of newcomers who joined the workforce during the pandemic. The third layer represents a longer-term challenge, encompassing skill and talent shortages attributed to the lack of intergenerational knowledge transfer. While our study acknowledges its limitations regarding representativeness and the absence of extensive quantitative evidence often associated with exploratory research, it nonetheless offers valuable insights for researchers and managers alike. These insights illuminate the imminent challenges that will surface as we navigate the recovery from the COVID-19 pandemic. Consequently, this paper holds significance for business sustainability by directing managerial attention towards addressing the issues of skill and talent shortages that may hinder business performance or even its survival in the post-COVID-19 era.