International Journal of Nonlinear Analysis and Applications
Designing a strategy model to cope with the industrial crises caused by outbreaks of common viruses with an emphasis on coronavirus; A mathematical approach
Document Type : Research Paper
Authors
Department of Industrial Management, Faculty of Management and Economics, Science and Research Branch, Islamic Azad University, Tehran, Iran
10.22075/ijnaa.2023.30408.4389
Abstract
The Covid-19 outbreak has created a situation in which most businesses now think of survival as a return. With the end of this crisis, they will not necessarily return to the pre-crisis period. The present study designs a strategy model to cope with industrial crises caused by the outbreak of common viruses. The meta-synthesis method was used to obtain a comprehensive combination of the factors of the strategy model to cope with the industrial crises caused by the outbreak of common viruses. To use this research method, Sandelowski, and Barroso's seven-step method was used. The primary question of the present study is "What are the criteria of the strategy model to cope with the industrial crises caused by the outbreak of common viruses?" Also, based on the previous studies, the present study performs an in-depth analysis of these factors in the international and national spaces and presents a classification of them. The research process is implemented as follows. The tests were categorized and coded using MAXQDA software. According to the literature and the background of the study and the results obtained, the factors of the strategy model to cope with the industrial crises caused by the outbreak of common viruses include organizational environmental factors, organizational crisis management, organizational resource management, organizational marketing, and customer-related strategies, organizational business model, organizational capabilities, organization human resource management, and organizational information management. In this regard, the category of environmental factors was ranked first, the category of organizational crisis management was ranked second, and the category of marketing was ranked third.
Keywords
[1] E. Abbassi, Pandemics and politics: The post-pandemic opportunities and threats in Iran, Political Quart. 51 (2021), no. 1, 233–260.
[2] A.F. Al-Azzam and K. Al-Mizeed, The effect of digital marketing on purchasing decisions: A case study in Jordan, J. Asian Finance Econ. Bus. 8 (2021), no. 5, 455–463.
[3] N.A. Al Eid and B.A. Arnout, Crisis and disaster management in the light of the Islamic approach: COVID-19 pandemic crisis as a model (a qualitative study using the grounded theory), J. Public Affairs 20 (2020), no. 4, e2217.
[4] I. Alon, COVID-19 and international business: A viewpoint, FIIB Bus. Rev. 9 (2020), no. 2, 75–77.
[5] J.C. Alves, T.C. Lok, Y.B. Luo, and W. Hao, Crisis management for small business during the COVID-19 outbreak: Survival, resilience and renewal strategies of firms in Macau, (2020).
[6] M.A. Amaral, M.M. de Oliveira, and M.A. Javarone, An epidemiological model with voluntary quarantine strategies governed by evolutionary game dynamics, Chaos Solitons Fractals 143 (2021), 110616.
[7] A. Arslan, I. Golgeci, and J. Larimo, Expatriates, rise of telecommuting and implications for international business: Change of era, Marinov, M.A. and Marinova, S.T. (Eds), Covid-19 and International Business, Routledge, New York, 2021, pp. 156–166.
[8] A. Arslan, S. Kamara, N. Zahoor, P. Rani, and Z. Khan, Survival strategies adopted by microbusinesses during COVID-19: An exploration of ethnic minority restaurants in northern Finland, Int. J. Entrepren. Behav. Res. 28 (2022), no. 9, 448–465.
[9] M. Balinska and C. Rizzo, Behavioural responses to influenza pandemics: what do we know?, PLoS Currents 1 (2009).
[10] S. Behdarwandi Askar, Identifying the factors and challenges of business management in the field of supply of raw materials during the Corona crisis (Case study: Tasha Machinery Company), 7th Conf. Econ. Manag. Industryoriented Account. Stud., 2022.
[11] I. Beraha and S. Duricin, The impact of COVID-19 crisis on medium-sized enterprises in Serbia, Economic Analysis 53 (2020), no. 1, 14–27.
[12] V.P.G. Bretas and I. Alon, The impact of COVID-19 on franchising in emerging markets: An example from Brazil, Glob. Bus. Organ. Excell. 39 (2020), no. 6, 6–16.
[13] R.S. Brown and W.A. Kline, Exogenous shocks and managerial preparedness: A study of US airlines environmental scanning before the onset of the COVID-19 pandemic, J. Air Transport Manag. 89 (2020), 101899.
[14] J. Brug, A.R. Aro, and J.H. Richardus, Risk perceptions and behaviour: towards pandemic control of emerging infectious diseases: International research on risk perception in the control of emerging infectious diseases, 2009, pp. 3–6.
[15] J.T. Cacioppo and L.C. Hawkley, Perceived social isolation and cognition, Trends Cogn. Sci. 13 (2009), no. 10, 447–454.
[16] A.M. Campbell, An increasing risk of family violence during the Covid-19 pandemic: Strengthening community collaborations to save lives, Forensic Sci. Int.: Rep. 2 (2020), 100089.
[17] M. Cowling, W. Liu, and A. Ledger, Small business financing in the UK before and during the current financial crisis, Int. Small Bus. J. 30 (2012), no. 7, 778–800.
[18] J.M. Crick and D. Crick, Coopetition and COVID-19: Collaborative business-to-business marketing strategies in a pandemic crisis, Ind. Market. Manag. 88 (2020), 206–213.
[19] J. Cruz-C´ardenas, E. Zabelina, J. Guadalupe-Lanas, A. Palacio-Fierro, and C. Ramos-Galarza, COVID-19, consumer behavior, technology, and society: A literature review and bibliometric analysis, Technol. Forecast. Soc. Change 173 (2021), 121179.
[20] R. Daems, G. Del Giudice, and R. Rappuoli, Anticipating crisis: Towards a pandemic flu vaccination strategy through alignment of public health and industrial policy, Vaccine 23 (2005), no. 50, 5732–5742.
[21] R.M. Dangelico, V. Schiaroli, and L. Fraccascia, Is Covid-19 changing sustainable consumer behavior? A survey of Italian consumers, Sustain. Dev. 30 (2022), no. 6, 1477–1496.
[22] G. Dash and D. Chakraborty, Digital transformation of marketing strategies during a pandemic: Evidence from an emerging economy during COVID-19, Sustainability 13 (2021), no. 12, 6735.
[23] Zohra Davoudi Manjezi, A review of business management factors and challenges during the corona crisis, 12th Nat. Conf. New Approach. Manag. Econ. Account., 2021.
[24] A. Di Crosta, I. Ceccato, D. Marchetti, P. La Malva, R. Maiella, L. Cannito, M. Cipi, N. Mammarella, R. Palumbo, M. Cristina Verrocchio, and R. Palumbo, Psychological factors and consumer behavior during the COVID-19 pandemic, PloS one 16 (2021), no. 8, e0256095.
[25] N. Donthu and A. Gustafsson, Effects of COVID-19 on business and research, 2020, pp. 284–289.
[26] L. Eger, L. Komarkova, D. Egerova, and M. Micık, The effect of COVID-19 on consumer shopping behaviour: Generational cohort perspective, J. Retail. Consumer Serv. 61 (2021), 102542.
[27] E. Faal, M. Ahmad Shearbafi, and S. Tendro, and H. Rezapour, Crisis and management in the control of epidemic diseases, Third Int. Cong. Health Treatment Crisis Manag. Unexpected Events, 2006.
[28] C.M. Fan, X.X. Wu, and Y. Yuan, Assessing tourism crisis management strategy based on an agent-based model: Case study of market recovery after overcharging tourists, Tourism Tribune 35 (2020), no. 8, 48–60. [29] G. Gondwe and E.K. Adae, Media campaign strategies in communicating HIV/AIDS in Zambia: comparing risk and crisis communication strategies in mitigating behavior change among sex workers, Int. J. Commun. 15 (2021), 20.
[30] A. Gungordu Belbag, Diversity and consumer dispositions towards foreign countries in an emerging market, Int. J. Emerg. Markets (2021).
[31] A. Gungordu Belbag, Impacts of Covid-19 pandemic on consumer behavior in Turkey: A qualitative study, J. Consumer Affairs 56 (2022), no. 1, 339–358.
[32] S. Gustavsson and S. Larsson, Marketing innovation for SMEs during COVID-19 pandemic: A case study of the hospitality industry in Norrbotten, 2020.
[33] F. Hao, Q. Xiao, and K. Chon, COVID-19 and China’s hotel industry: Impacts, a disaster management framework, and post-pandemic agenda, Int. J. Hospital. Manag. 90 (2020), 102636.
[34] H. He and L. Harris, The impact of covid-19 pandemic on corporate social responsibility and marketing philosophy, J. Bus. Res. 116 (2020), 176–182.
[35] R.P. Hill, Pandemic 101, J. Consumer Affairs (2020), 393–394.
[36] R. James and N. Kengatharan, Exploring the effect of Covid-19 on small and medium enterprises: Early evidence from Sri Lanka, J. Appl. Econ. Bus. Res. 10 (2020), no. 2, 115–125.
[37] O. Jorda, S.R. Singh, and A.M. Taylor, National bureau of economic research; Longer-run economic consequences of pandemics, Report no. w26934 (2020).
[38] J. Kang, Z. Diao, and M.T. Zanini, Business-to-business marketing responses to COVID-19 crisis: A business process perspective, Market. Intell. Plann. 39 (2021), no. 3, 454–468.
[39] V. Kaushal and S. Srivastava, Hospitality and tourism industry amid COVID-19 pandemic: Perspectives on challenges and learnings from India, Int. J. Hospital. Manag. 92 (2021), 102707.
[40] William A Kerr, The COVID-19 pandemic and agriculture: Short-and long-run implications for international trade relations, Canad. J. Agricul. Econ./Revue Canad. Agroecon. 68 (2020), no. 2, 225–229.
[41] A. Kuckertz, L. Br¨andle, A. Gaudig, S. Hinderer, C.A.M. Reyes, A. Prochotta, K.M. Steinbrink, and E.S.C. Berger, Startups in times of crisis–A rapid response to the COVID-19 pandemic, J. Bus. Ventur. Insights 13 (2020), e00169.
[42] S. Liu and Y. Su, The impact of the COVID-19 pandemic on the demand for density: Evidence from the US housing market, Econ. Lett. 207 (2021), 110010.
[43] J. Lohmer, N. Bugert, and R. Lasch, Analysis of resilience strategies and ripple effect in blockchain-coordinated supply chains: An agent-based simulation study, Int. J. Prod. Econ. 228 (2020), 107882.
[44] McKinsey, Consumer sentiment and behavior continue to reflect the uncertainty of the COVID-19 crisis, McKinsey. Available from: https://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/ a-globalview-of-how-consumer-behavior-is-changing-amid-covid-19 (2020).
[45] McKinsey and Company, How marketing leaders can both manage the coronavirus crisis and plan for the future, McKinsey. Available online at: https://www. mckinsey. com/businessfunctions/marketing-and-sales/ourinsights/how-marketing-leaders-canboth-manage-the-coronavirus-crisis-and-plan-for-the-future (accessed February 1, 2021) (2020).
[46] H. Nasiri, M. Zali, and J. Yadollahi Farsi, The effect of entrepreneurial skills and entrepreneurial tenacity on doing business in the Covid-19 crisis; Evidence based on GEM 2020 Iran data, 18th Int. Manag. Conf., 2021.
[47] S.C. Parker, E. Congregado, and A.A. Golpe, Is entrepreneurship a leading or lagging indicator of the business cycle? Evidence from UK self-employment data, Int. Small Bus. J. 30 (2012), no. 7, 736–753.
[48] B.W. Ritchie, Chaos, crises and disasters: A strategic approach to crisis management in the tourism industry, Tourism Manag. 25 (2004), no. 6, 669–683.
[49] T. Ritter and C.L. Pedersen, Analyzing the impact of the coronavirus crisis on business models, Ind. Market. Manag. 88 (2020), 214–224.
[50] M. Roˇzman and P. Tominc, The physical, emotional and behavioral symptoms of health problems among employees before and during the COVID-19 epidemic, Employee Relat. 44 (2022), no. 7, 19–45.
[51] S. Saebnia and F. Karimi, A survey the impact of corona disease (Covid-19) on business performance of small and medium businesses of Ardabil Province, J. Account. Manag. Vision 3 (2020), no. 24, 83–93.
[52] S.G. Salimi Zawiya, Strategies to respond to the crisis during the crisis of the corona virus (Covid-19) in the production and industry sector, Ind. Technol. Dev. Quart. (2020), no. 39, 63–76.
[53] K. Satish, A. Venkatesh, and A.S.R. Manivannan, Covid-19 is driving fear and greed in consumer behaviour and purchase pattern, South Asian J. Market. 2 (2021), no. 2, 113–129.
[54] M.W. Seeger, B. Reynolds, and T.L. Sellnow, Crisis and emergency risk communication in health contexts: Applying the CDC model to pandemic influenza, Handbook of Risk and Crisis Communication, Routledge, 2010, pp. 493–506.
[55] A. Shekarchizadeh, K. Khodadadinejad, A. Sasan, and F. Moradi, Crisis management strategies in intraorganizational crises, First Nat. Conf. Ccivil Engin. Urban Plan. Urban Dev., 2014.
[56] M. Suk and W. Kim, COVID-19 and the airline industry: Crisis management and resilience, Tourism Rev. 76 (2021), no. 4, 984–998.
[57] R.S. Sumi and M. Ahmed, Investigating young consumers’ online buying behavior in COVID-19 pandemic: Perspective of Bangladesh, IIM Ranchi J. Manag. Stud. 1 (2022), no. 2, 108–123.
[58] H. Tao, X. Sun, X. Liu, J. Tian, and D. Zhang, The impact of consumer purchase behavior changes on the business model design of consumer services companies over the course of COVID-19, Front. Psycho. 13 (2022), 818845.
[59] H. Turki and M. Mahdavi, Crisis management in industrial units, Second Nat. Conf. Health Safety Environment (HSE), 2012.
[60] M. Verma and B.R. Naveen, COVID-19 impact on buying behaviour, Vikalpa 46 (2021), no. 1, 27–40.
[61] V. Vojtko, L. Rolınek, and M. Plevny, System dynamics model of crises in small and medium enterprises, Econ. Res.-Ekon. Istrazivanja 32 (2019), no. 1, 168–186.
[62] W.E. Walker, J. Giddings, and S. Armstrong, Training and learning for crisis management using a virtual simulation/gaming environment, Cogn. Technol. Work 13 (2011), 163–173.
[63] L.C. Wan, E.K. Chan, and X. Luo, Robots come to rescue: How to reduce perceived risk of infectious disease in Covid19-stricken consumers?, Annals of Tourism Research (2020), 103069.
[64] M. Wenzel, S. Stanske, and M.B. Lieberman, Strategic responses to crisis, Strategic Manag. J. 41 (2020), no. 7/18, 3161.
[65] Z.A. Zaazou and D. Salman Abdou, Egyptian small and medium sized enterprises’ battle against COVID-19 pandemic: March–July 2020, J. Human. Appl. Soc. Sci. 4 (2022), no. 2, 94–112.
[66] X. Zhang, Z. Ruan, M. Zheng, B. Barzel, and S. Boccaletti, Epidemic spreading under infection-reduced-recovery, Chaos Solitons Fractals 140 (2020), 110130.
)
Articles in Press, Corrected Proof
Available Online from 13 September 2023
- Receive Date: 19 January 2023
- Revise Date: 02 May 2023
- Accept Date: 11 May 2023