Humanitarian actions of a cultural center during the Covid-19 pandemic: an analogy with supply chain business processes

PurposeThis study intends to map the supply chain and characterize the business processes of a cultural center in an aggregated and coordinated operation to serve families in need during the Covid-19 pandemic. This case study analyzes distinct aspects of humanitarian management capable of contributing to the management of commercial supply chains.Design/methodology/approachAdopting a case study approach, this research contextualizes the view on humanitarian supply chains related to the importance of participating organizations' engagement and the relationship and similarity with business organizations.FindingsThe study presents the model adopted to undertake the aid operations, maps the cultural center's humanitarian supply chain, clarifies the relationships and operations developed and compares the business processes with those of commercial chains. Possibilities and initiatives are discussed that can contribute to business organizations' greater engagement in humanitarian actions.Research limitations/implicationsRestricted to one case involving the cultural center and the other agents researched, the information and considerations are limited, and any generalization should be treated with caution.Practical implicationsThe study is a practical example that clarifies how business organizations can engage in the supply chain of humanitarian institutions. It also illustrates ways to help these institutions improve their fund-raising initiatives.Social implicationsThis study is justified by the representativeness of humanitarian actions in critical periods such as the Covid-19 pandemic. The study also presents potential ways to contribute to operations of this nature and to encourage business organizations to improve participation in humanitarian movements.Originality/valueMany studies on the subject have highlighted the importance of comparing humanitarian and business supply chains through real case research.

Does Innovative Millennial Entrepreneurship have a role in fostering cyber learning on business performance? A perspective of entrepreneurial agility

Millennials have the uniqueness of active learners and work with freedom. Millennials are the first generation to put the fun in work-life. Social media is a strategic instrument in Cyber Learning (CL) in work-life and lifestyle. Learning on Business Performance (BP) in many studies has an insignificant effect and is still inconclusive. The purpose of this study is to offer Innovative Millennial Entrepreneurship (IME), which will be tested empirically in its role in pushing CL to BP significantly. Data collection was carried out by employing a purposive sampling method on 159 millennials who hold owner/manager positions in business organizations. Data analysis used a quantitative approach with Structural Equation Modelling (SEM). The empirical results in the model provide evidence that IME fully mediates, becoming a bridge that strongly fosters the role of CL (β = 0.83) on BP (β = 0.42) and Marketing Capability (MC) through Agile Teamwork (AT) provides an excellent total effect when compared with the direct effect between CL (β = 1.01) and BP (β = 0.79). In the Entrepreneurial Agility perspective, IME and MC through AT have encouraged millennials CL to be converted into better performance through opportunity foresight, systemic insight, and entrepreneurial mindset.

Acknowledging Sustainable Performance from the Global Crisis of COVID-19 in the Context of Bangladesh

Internationally, the World Health Organization (WHO) announced a public health extremity due to the outbreak of a novel coronavirus named COVID-19 in January 2020. It has been over a year since the globe was imprisoned by COVID-19, despite discovering numerous vaccines to combat the virus’s innumerable versions. With this aim, this research has organized around three themes to achieve this goal. Firstly, to explain the scenario of the influence of COVID-19 on the sustainable performance (environmental, social, and economic) of Bangladesh’s ready-made garment (RMG) industry. There has been a dramatic increase in the application of sustainable performance over recent decades, but less attention paid to developing countries, especially Bangladesh. Secondly, general online survey research has been conducted from July-August 2021 to empirically evaluate the effects of the COVID-19 crisis on the RMG industries of Bangladesh. Thirdly, the study has provided recommendations to overcome any pandemic to maintain sustainable business performance. According to the survey results, 55.9% of participants assume there will be a loss in revenue and sales volume, while 44.4 percent are concerned about employee health and an increase in waste (using PPE, gloves, masks, and so on) in the industries during COVID-19 pandemic as well as 52.8% of employees anticipate that, Bangladesh’s loss of position against Vietnam is due to an ineffective sustainable business system. However, this pandemic has proved that business organizations should be more conscious in dealing with uncertain environments while sustainable performance can be a strategic solution.

The Impact of Socially Responsible Marketing on TV Viewership and Household Conflicts: A Theoretical Descriptive Study

Marketing is used by business organizations to promote the beneficial attributes of their product and services. The increased focus on promoting ethical and socially responsible business practices has contributed to the emergence of socially responsible marketing. This study explores this concept and how it promotes good/positive social and cultural norms. The research demonstrates how businesses are forced to practice socially responsible marketing though its impact on TV viewership and household conflict remains unknown. A qualitative descriptive study is carried out to examine the effect of socially responsible marketing on TV viewership and household conflict. Data was collected from a sample of 15 marketing experts using a self-administered question and analyzed through thematic analysis. The study found no significant link between socially responsible marketing and TV viewership. Additionally, this research found that socially responsible marketing reduces household conflict. These findings are supported by the Uses and Gratification Theory, Functionalist Theory, and Conflict Theory.

The Adoption and Utilization of Electronic Business in Response to Global Economy during COVID-19

The COVID-19 epidemic has triggered unmatched impairment to businesses globally. There are unmeasurable financial influences in the short-term and long-term and have causes intangible destruction within businesses. This study investigates the adoption and utilization of e-business during COVID-19 by both organizations and the general populaces. The study used a questionnaire-based survey to collect data from top managers of business organizations and their clients. SPSS was used to analyze the adoption factors. The outcomes presented that embracing e-business can assist to reduce the spread of COVID-19 and can reduce the physical ways of doing business. The findings of this study will help strategy makers, companies, and officials in making better decisions on the implementation of e-business. This will reduce the rapid spread of community transmission since ordering goods and services can easily be done virtually without physical contact, which goes in line with the social distance policy and in return boost the country’s economy

Socially Responsible Value Creation in the Post-COVID-19 Era

The unfortunate economic environment emanated from the outbreak of the coronavirus has suddenly raised business organizations' concerns over the value creation. This new era forced them to focus on dynamic and digital capabilities to cope with the adverse changes. Following the stakeholder theory and the resource-based view, this chapter attempts to specify value creation of companies to preserve strategic position while satisfying the demands and interests of their stakeholders. In this sense, corporate social responsibility (CSR) seems a viable way of providing help and support to stakeholders during the fight against the pandemic as well as a catalyzer for the integration of sustainable development goals that can bridge the widened gap in the society. Hence, this chapter seeks to present an understanding on socially responsible value creation, dynamic and digital capabilities, and implementation of sustainability-driven CSR initiatives to ensure recovery, growth, and achieve sustainable development goals.

Organizational Change

Nearly no organizational phenomenon has garnered as much attention as organizational change. It appears as one of the fascinating and nearly eroticizing inducements for business organizations, and it has been highly acknowledging as a response. Highlighting the importance this phenomenon holds in the current environment, there is a huge and still growing body of research concentrating on organizational change. This chapter briefly explains the overview of the three major organizational change approaches (teleological approaches and evolutionary approaches and psychological approaches), which highlight organizational change through different models and theories.

University Business Education for the “New Global Normal”

This chapter examines the effect of the COVID-19 pandemic on university business education within the context of a post-pandemic era which has created the “new global normal.” The speed at which a nation's society and economy will recover in the “new global normal” shall largely determine the degree to which business organizations and university business education in different nations reinvent themselves to meet the new global transitions brought on by the pandemic. This will entail being more innovative with products, services, organizational structure, and business modeling than in the past. The chapter suggests university business education focuses on entrepreneurial leadership to combat post-pandemic uncertainty which is a complex situation requiring a delicate “balancing act” between practice and theory that considers its effect on global income inequality to be successful for all societies.

The impact of e-commerce drivers on e-customer loyalty: Evidence from KSA

E-commerce and online shopping is the future of global trade, hence the importance of building E-customer loyalty and maintaining it in the electronic markets becomes even more important. This paper attempts to identify factors affecting the value of electronic commerce in the Saudi environment. Likewise, it explores the impact of these factors on E- customer loyalty. Simple random sampling was used for the purposes of the current study, as the first study included 247 electronic customers. Data were collected through electronic questionnaires sent to the study participants. The results show that the factors had a positive impact in building E- customer loyalty Care, Character, Choice, Convenience, Customization, and Cultivation. Basically, e-commerce is considered a pioneer in business organizations today, and this is witnessed by its increasing and growing profits and expanding its market share, through its focus on the E-loyalty customers. Basically, e-commerce is considered a pioneer in business organizations today, and this is witnessed by its increasing and growing profits and expanding its market share, through its focus on the E-loyalty customers.

Four Constituents of an Entrepreneurial Culture Within Business Organizations

A culture of fear, control, and meaninglessness can effectively kill the entrepreneurial spirit within an organization. This chapter will explore why such a culture typically takes root and how it is deadly for the organization's entrepreneurial orientation. The chapter is based on an interdisciplinary reflective analysis done by exploring disciplines including depth psychology, neuroscience, positive psychology, and organizational behavior. The chapter argues from the perspectives of these disciplines that it is perhaps the factor of safety, risk-taking, collaboration, and meaningfulness if present in organizational culture that will eventually cultivate the spirit of entrepreneurship in an organization. While discussing these factors, the chapter also explains how seemingly irrational forces of the unconscious mind keep the leadership from adopting a behavior which is fundamentally important in fostering a culture where entrepreneurial behavior takes root. The chapter also explains how these psychic forces can be turned around to cultivate an entrepreneurial culture in an organization.