Index
Globalization, Political Economy, Business and Society in Pandemic Times
ISBN: 978-1-80071-792-3, eISBN: 978-1-80071-791-6
ISSN: 1876-066X
Publication date: 8 December 2021
This content is currently only available as a PDF
Citation
(2021), "Index", Fang, T. and Hassler, J. (Ed.) Globalization, Political Economy, Business and Society in Pandemic Times (International Business and Management, Vol. 36), Emerald Publishing Limited, Leeds, pp. 297-306. https://doi.org/10.1108/S1876-066X20220000036024
Publisher
:Emerald Publishing Limited
Copyright © 2021 Emerald Publishing Limited
INDEX
Absorptive capability
, 275
Absorptive capacity (AC)
, 270, 275
Abuse of power
, 152
Action-oriented process
, 147
Active behaviors
, 148
Active immunization
, 78
Adaptability
, 270, 273–274
Adaptation capability
, 273
Additive manufacturing
, 132
Affective trust
, 162, 169
AIB Journals webinars
, 95
Airbnb
, 106
commercial accommodations by
, 116–119
Alibaba
, 259, 272
AliExpress Russia
, 280
Alipay
, 259
Amazon
, 103, 272
American trade policy
, 136
Amur Natural Gas Chemical Complex project (AGCC project)
, 279
Anthropocene
, 14, 16–17, 21, 24, 51
Anti-COVID-19 hyperimmune preparation
, 79
Antiquity
, 61–62
Antiviral cocktail therapies
, 75
Apocalypse
, 19
Apple
, 259
Asian Financial Crisis
, 131
Asian flu (1957)
, 74
Assertions
, 4
Asset light
, 103
Average daily rate (ADR)
, 117–118
B2B-firms
, 133
Banco Stockholm of 1661
, 69
Bank of England (1694)
, 69
Beijing consensus
, 286
“Belt and Road” construction
, 278
Belt Road Initiative (BRI)
, 288
Benevolence
, 146
Bifurcation governance
, 221, 225–226
Bilateral trade negotiations
, 239
Bill of exchange
, 69
Biomedical Advanced Research and Development Authority (BARDA)
, 35
Bitcoin
, 259
Black Death
, 19, 65–66
of medieval Europe
, 61
“Black swan” event
, 225, 239–240
Brain drain
, 178
Brazilian real (BRL)
, 261
Business (see also International business (IB))
customers
, 94
resources and capabilities
, 94–96
Camping, commercial accommodations by
, 116–119
Capitalism
, 16, 105
Center of Disease Control (CDC)
, 31
Central bank
, 45–46
China Dream
, 292
China National Petroleum Corporation
, 279
China shock
, 228
China’s diplomatic offensive and rivalry with US in response to COVID-19
, 203
China–US rivalry hampers multilateral responses
, 213–216
crisis into diplomatic opportunity
, 204–207
success against US failure
, 208–209
US global leadership
, 209–213
China’s entry into WTO as first turning point
, 227–229
China’s neo-techno-nationalism as second turning point
, 229–231
China–Russia partnership, firms’ capabilities development through lenses of
, 278
private firm cooperation evidence
, 280–281
state-owned firm cooperation evidence
, 279–280
Chinese diplomacy
, 210
Chinese Overseas Students in UK
, 190–191
Civilizations
, 288
Climate change
, 38, 48
Climate crisis
, 20
Coalition for Epidemic Preparedness Innovations (CEPI)
, 35
Cognitive trust
, 163, 167, 169–170
Coinage
, 68–70
Commercial accommodations
by hotels, Airbnb, and camping
, 116–119
by residents and non-residents
, 119
by travel purposes
, 119–120
Compact Module Architecture (CMA)
, 134
Competence/ability
, 146
Connectivity for people and business models
, 240–243
Constitution Day celebrations
, 18
Consumer behavior
, 90–92
Coordinated market capitalism
, 224
Corona crisis
, 46
Coronavirus
, 1, 20, 212
disease
, 73
pandemic
, 23
Corporate social responsibility (CSR)
, 105
Cost-effectiveness
, 44
Countercyclical policy
, 44
Counterreactions
, 16
COVAX
, 35–36
COVID-19 pandemic
, 1, 3, 5, 7, 9, 13, 20, 34, 52, 74–75, 178, 221, 253
as amplifier of intrinsic values
, 191–193
and catalysts of racial division
, 193–195
implications
, 13
research on
, 75–78
COVID-19
, 41, 237
coronavirus
, 101
crisis
, 37, 87–88, 109, 157, 178–180
damaging effects
, 2
impacts
, 5–6, 110
law
, 145
long-term effect
, 109
virus
, 61
Creative global virtual teams
, 159–162
Creativity
, 157, 161
Credibility of underwriter
, 69
Credit cards
, 272
Credit debt obligations
, 70
Credit default swaps
, 70
Crisis
, 13, 17, 41–43, 88, 143, 157
management
, 51–52, 143
prevention
, 51–52
protection
, 51–52
Critical strategic thinking through debates
, 106
Cross-cultural learning
, 189–190
Cross-cultural research agenda in time of Covid-19
, 287
racism in current US–China tensions
, 287–292
CVIg-19 alliance
, 79
De-globalization, 221 (see also Globalization)
implications
, 222
Deception
, 152
Decoupling
, 8, 128–129, 222
core drivers underlying
, 226–231
deep-level causes of
, 226–227
of GVCs
, 6–7
surface-level causes of
, 226–227
Deep-level causes of de-coupling
, 226–227
Demand
, 88
falling
, 90
rebound
, 89–90
Demand side changes
, 90
business customers
, 94
consumer behavior
, 90–92
green consumers
, 92–93
Denmark (DN)
, 112
Destructive leadership
, 148–150
DHL
, 103
Didi
, 106
Digital currencies
, 272
DingTalk
, 272
Disease
, 63–65
Disruptors
, 105
Distance dimensions after COVID-19
, 263–264
DJI
, 106
Doctors without Borders
, 244
Dropbox
, 106
Drug and vaccine development
, 78–80
“Dual circulation” growth model
, 136
Dual-track approach
, 230
Dynamic capabilities (DC)
, 269
re-configuration of DC concept
, 272–276
Earthquakes
, 92
Eastern approach
, 4
Ebola
, 81
Eco-Epi Integrated Assessment Models (Eco-Epi IAM)
, 5, 41, 48–49
Eco-Epi modeling
, 47–49
Economic crisis, phases of
, 88–90
Economic Partnership Agreement (EPA)
, 238
Education, implications for
, 170–171
Educational industrial complex
, 34
Elite capitalism
, 230
Epidemics
, 19
EU–Japan Strategic Partnership Agreement
, 237
connectivity for people and business models
, 240–243
multilateral collaboration
, 244–246
no growth without health care
, 243–244
SPA and Black Swan
, 239–240
European Central Bank (ECB)
, 245
European Fine Chemicals Group (EFCG)
, 102
European Investment Bank (EIB)
, 245
Ex-ante evaluation of pandemic
, 28–29
Face masks
, 102
Facebook
, 106
Libra
, 259
Federal US policy
, 32
FedEx
, 103
FedExed
, 103
Feedback
, 160, 162
Financial Times (FT)
, 246
Finland (FI)
, 112
Finland Airline
, 111
Firms’ capabilities development through lenses of China–Russia partnership
, 278–281
Flight passenger arrivals
, 115–116
Flipkart
, 106
Folkhälsomyndigheten (FHM)
, 144, 150
Food and Drug Administration (FDA)
, 104
Foreign direct investment (FDI)
, 221
Forest fires
, 92
Functional disaggregation of GVC
, 133
Game rule
, 223–224
Gazprom
, 279
GDP
, 42–43, 45
fall in
, 46
Gender equality in COVID-19 times
, 80–81
Geopolitical decoupling
, 129
Global capitalism
, 70
Global de-coupling
, 221
core drivers underlying de-coupling
, 226–231
dual trends
, 225–226
working framework of global divide
, 223–225
Global divide
, 221, 226
working framework of
, 223–225
Global energy consumption
, 16
Global Gini coefficient
, 104
Global neoliberalism
, 17
Global strategy research and practice
, 101
Global supply chains
, 96–97
Global talent management (GTM)
, 179
Global value chains (GVCs), 2, 103, 127, 271, 277–278 (see also Supply chain)
anatomy and physiology
, 128, 131–133
approach in international business
, 129–130
basic architecture
, 6
configuration trends and new geopolitical reality
, 135–137
de-coupling
, 6–7
functional disaggregation
, 133
post-pandemic scenarios for Volvo Cars
, 137–138
regionalization
, 6–7
Global virtual teams (GVT)
, 161–162, 274
Globalization
, 23, 253
aspects
, 19
benefits of
, 254
dimensions
, 18
historical process of
, 129
impacts of COVID-19 on globalization flows
, 256–264
implications
, 179
Glocalization
, 129
GM
, 103
Gold standard
, 69
Goldsmiths of London
, 69
Government stringency
, 3–4
Great Recession
, 43
Greek debt relations
, 64
Green consumers
, 92–93
H1N1 influenza A virus strain
, 74
Hayes Process model
, 163
“Heard immunity” strategy
, 144
Hepatitis C virus (HCV)
, 75
HIV/AIDS
, 81
Holocene
, 14
Homo adorans
, 55
Homo faber
, 55
Homo luder
, 55
Homo migrans
, 55
Homo socialis
, 55
Honeywell
, 102
Hong Kong flu (1968)
, 74
Hotels, commercial accommodations by
, 116–119
Huawei
, 280
Human capital
, 177
effects of COVID-19 pandemic on human capital mobility
, 179–184
governmental and organizational practices in managing
, 184
opportunities for emerging markets for human capital accumulation
, 181–184
Human responsibility
, 51
Human rights
, 51
to change and improve what was before pandemic
, 56–57
to create “something new” in light of pandemic
, 58
critical questions
, 52–58
to delete or diminish what was before or during pandemic
, 57–58
to recreate or rebuilt what was before pandemic
, 53–54
Hurricanes
, 92
Hydroxychloroquine
, 78
Iceland (IS)
, 112
Image-oriented process
, 147
Immunization
, 78
Immunomodulatory therapies
, 73–74
Income inequality, reducing versus contributing toward
, 104–106
Indirect leadership
, 147–148
Indonesian rupiah (IDR)
, 261
Industry-based views
, 101
Information
, 259
age
, 17
Innovation capability
, 274
Innovative technologies
, 270
Institute of International Finance (IIF)
, 261
Institution-based views
, 101
Institutional failure
, 189–190
Integrity
, 146
Interconnectedness
, 18
International business (IB)
, 224, 253, 269
firms’ capabilities development through lenses of China–Russia partnership
, 278–281
impacts of COVID-19 on globalization flows
, 256–264
implications of COVID-19 pandemic
, 255–256
pandemic and
, 270–272
re-configuration of DC concept
, 272–276
Sino–Russian case
, 276–278
International collaboration
, 36
International economic migration
, 178
International human resource management (IHRM)
, 179
International marketers
, 192
International Monetary Fund (IMF)
, 131
International Organization for Migration (IOM)
, 256
International student exchanges
, 189
Chinese Overseas Students in UK
, 190–191
COVID-19 pandemic and catalysts of racial division
, 193–195
COVID-19 pandemic as amplifier of intrinsic values
, 191–193
implications for cross-cultural research
, 195–196
implications for dynamics among institution, race, and culture learning
, 196
International trade theory
, 102–103
Internationalization, historical process of
, 129
Intra-team trust
, 158
“Inverse resonance” hypothesis
, 291
Japan Bank of International Cooperation (JBIC)
, 245
Jihad
, 17
Just-in-case management
, 103–104
Just-in-time management
, 103–104
Justinian plague
, 19
Khubla Khan rule
, 67
Laissez-faire leadership
, 149
Leaders in crisis management
, 143
Leadership
, 7, 143, 158
creative global virtual teams
, 159–162
empirical illustration
, 162–168
implications for education
, 170–171
implications for leadership in times of crisis
, 168–170
Lean manufacturing
, 103
Liberal market capitalism
, 224
Lockdown
in COVID-19 time
, 80
measures
, 109
Long-term contracts
, 132
Lufthansa Airlines
, 246
Macroeconomic perspectives on corona crisis
, 41
crisis
, 41–43
eco-Epi modeling
, 47–49
nontherapeutic measures
, 43–44
right policy
, 44–47
Made in China 2025
, 223, 231
blueprint
, 136–137
initiative
, 288
Malaria
, 81
Maskaphobia
, 193
Master Card
, 259, 272
McWorld
, 17
Medical research and society
current opportunities and challenges in
, 75–82
pandemics
, 74–75
political influence
, 82
Meetings, incentives, conferences/conventions, and exhibitions (MICE)
, 120
Mergers and Acquisitions (M&A)
, 271
MERS
, 77
Mexican peso (MXN)
, 261
Microbial infections
, 64
Microsoft Teams
, 95
Migration flows
, 180
Ming dynasty
, 68
Ministry of Economy, Trade and Industry (METI)
, 246
Ministry of Education (MOE)
, 191
Mitigation
, 37
Mobility
, 18
bubbles
, 180
Monetary impacts of COVID-19 on tourism sector
, 120–122
Money
, 63–65, 259–261
Monoclonal antibodies
, 79
Most favored nation (MFN)
, 227
Multidisciplinary approach
, 1
Multilateral collaboration
, 244–246
Multinational enterprises (MNEs)
, 2, 7, 127, 222
Napoleon’s expansionism
, 19
National culture
, 3
National governments
, 9
National Institute of Allergy and Infectious Diseases (NIAID)
, 28
Nationalism
, 15, 56
Neo-state capitalism
, 230
Neo-techno-nationalism
, 221, 224
Neoliberal creed
, 18
Neosocialist delusion
, 105
Net present value (NPV)
, 261
Networking
, 270
capability
, 274–275
New Cold War
, 286
New Infrastructure
, 277
Non-monetary impacts of COVID-19 on tourism sector
, 120–122
Non-residents, commercial accommodations by
, 119
Nonpharmaceutical interventions (NPIs)
, 3
Nonstrategic industries
, 102–103
Nontherapeutic measures
, 43–44
Nordic airline companies
, 111
Norway (NO)
, 112
Norwegian Air Shuttle
, 111
Norwegian tourism
, 111
Obama administration
, 32
Occupancy rate
, 117–118
Official Development Assistance (ODA)
, 244
Online shopping
, 91
Optimism
, 92
Organizational slack
, 104
Original brand manufacturer (OBM)
, 130
Overheated world
, 15–17
pandemic and immediate consequences
, 17–19
silver lining
, 22–24
slowing down and cooling down
, 19–20
unprecedented situation
, 20–22
Overheating
, 15–16
Pandemics
, 74–75, 189–190
and immediate consequences
, 17–19
and research funding
, 81
Partner choice/selection in formation of cross-border strategic alliances
, 290–291
Passive behaviors
, 148–150
Passive immunization
, 78
People
, 256–259
Personal protection equipment (PPE)
, 104
Pestilence
, 19
PLACID trial
, 78
Plague of Athens
, 74
Plague of Justinian
, 74
Plagues
, 19
Planetary ecology
, 21
Policy response
, 275–276
Political capitalism
, 230
Political economy of Covid-19
, 27
ex-ante evaluation of pandemic
, 28–29
factors affecting spread and impact of Covid-19
, 29–34
vaccination
, 34–36
Political leadership
, 37
Political virus
, 207
Post-Covid debates in global strategy
, 101
critical strategic thinking through debates
, 106
just-in-time vs. just-in-case management
, 103–104
reducing versus contributing toward income inequality
, 104–106
strategic vs. nonstrategic industries
, 102–103
Post-pandemic scenarios for Volvo Cars
, 137–138
Pre-COVID-19 crisis study
, 158
Premier Automotive Group (PAG)
, 134
Preparedness
, 37
Prevention
, 37
Printing press
, 66–70
Private firm cooperation evidence
, 280–281
Products
, 262–263
Project Warp Speed
, 35
Prosperity
, 62
autonomy of money and infectiousness in use
, 68–70
money, trade and disease
, 63–65
reawakening human intellect
, 65–68
Public Health Agency of Sweden
, 144
Public Health Emergency of International Concern (PHEIC)
, 41
Public health professionals
, 29
Quality Infrastructure
, 241
R&D activities
, 132
Race/ethnicity
, 8, 291
Racial divide
, 189
“Racially inflammatory” language
, 289
Racism
, 8, 287
in current US–China tensions
, 287–292
partner choice/selection in formation of cross-border strategic alliances
, 290–291
status threat and transition
, 291–292
Randomized controlled trials
, 76
Recession
, 88
Red Cross
, 244
Regional Comprehensive Economic Partnership (RCEP)
, 136
Regional or Global Production Network (RPN/GPS)
, 242
Regionalization of GVCs
, 6–7
Regionalization-turn
, 127
Relationship-related behaviors
, 149–150
Religious activities
, 55
Religious revivalism
, 15
Remote work
, 2–3
Renaissance
, 62, 65
Residents, commercial accommodations by
, 119
Resilience
, 56, 87, 90, 97
Resource pool
, 223
Resource-based views
, 101
Respect for human dignity
, 54
Revenue Per Available Room (RevPAR)
, 117–118
Right policy
, 44–47
Russian rouble (RUB)
, 261
SARS
, 77
SARS-CoV-2 pandemic (see COVID-19 pandemic)
SARS-CoV-2
, 1, 73, 75
funding for
, 81
infection
, 78
monoclonal antibodies against
, 79
outbreak
, 80
Sasakawa Foundation
, 244
Scalable Platform Architecture (SPA)
, 134
Scandinavian Airlines (SAS)
, 111, 246
Scientific communities
, 9
Second-home strategy
, 223
Short message service (SMS)
, 209
Shutdowns in COVID-19 times
, 80–81
Silk road
, 67–68
Silver lining
, 22–24
Sino–Russian case
, 276–278
Situational awareness
, 149
Skype
, 272
Slack
, 104
Smallpox
, 75
Snapchat
, 106
Social anti-globalization movements
, 254
Social distancing
, 29, 221
policies
, 31
Social interaction
, 49
Social value
, 34
Socioeconomic status (SES)
, 291
Solidarity
, 78
South African rand (ZAR)
, 261
SpaceX
, 106
Spanish flu of 1918–1920
, 27, 74
Speed
, 18
of reaction in controlling pandemic
, 31
Standard & Poor 500 firms (S&P500 firms)
, 105
State-owned firm cooperation evidence
, 279–280
Status threat and transition
, 291–292
Stockpile medical supplies
, 104
Strategic coupling
, 128
Strategic industries
, 102–103
Strategic Partnership Agreement (SPA)
, 237, 239–240
Sues moment
, 204
Sumerian clay inscriptions
, 61
Supply chain
, 130
management firms
, 103
Supply side changes
, 94
businesses resources and capabilities
, 94–96
global supply chains
, 96–97
Supranational organizations
, 9
Surface-level causes of de-coupling
, 226–227
Surge capacity
, 102
Sustainable Connectivity
, 241
Sustainable development goals (SDGs)
, 130
Sweden (SE)
, 112
approach
, 4
covid-19 pandemic
, 150–153
covid-19 strategy from leadership perspective
, 143–146
destructive leadership
, 148–150
indirect leadership
, 147–148
trust in leaders
, 146–147
Swedish Civil Contingencies Agency
, 153
Sweet spot
, 104
Swine flu (2009)
, 74
Tacit knowledge
, 180
Task-related behaviors
, 149
Team(s)
, 272
cohesion
, 160–162, 169
creativity
, 162
learning
, 160–161, 163
processes
, 158
Tech War
, 286
Techno-nationalism
, 255
Technological/technical decoupling
, 128–129
Technology break through
, 88
Technology-related human capabilities
, 95
Tencent
, 259, 272
Territorial nationalism
, 55
Tesla
, 106
Thinking Strategically During the Global Pan(dem)ic
, 87
demand side changes
, 90–94
phases of economic crisis
, 88–90
supply side changes
, 94–97
3M
, 102
Tour operators
, 92
Tourism
, 16, 21
impact of COVID-19 on tourism demand
, 115–122
economic performance
, 111–115
in Nordic countries
, 109
Toyota
, 103
Trade
, 63–65
Trans Pacific Partnership Agreement (TPP)
, 238
Transatlantic Trade and Investment Partnership (TTIP)
, 238
TransferWise
, 259–260
Travel purposes, commercial accommodations by
, 119–120
Trump administration
, 256
Trump effect
, 289
Trust
, 158, 162
in creative global virtual teams
, 159–160
in leaders
, 146–147
trust-based strategy
, 144
trust-related drivers of creative team processes
, 160–162
Tuberculosis
, 81
Turkish lira (TRY)
, 261
Uber
, 106
Ultra-Orthodox communities
, 33
Unicorns
, 106
Universal Basic Income (UBI)
, 22
Universal Declaration of Human Rights (UDHR)
, 54–55
UPS
, 103
US coronavirus policy
, 32
US Food and Drug Administration (FDA)
, 73
US medical system
, 31
Vaccination
, 34–36
Vaccines
, 74
Value of statistical life (VSL)
, 28, 43
Viral contagion
, 64
Virtual human resource development
, 274
Virtual integration
, 256
Visa
, 259, 272
Volvo cars
, 128, 133–135
post-pandemic scenarios for
, 137–138
Volvo Engine Architecture (VEA)
, 134
Vulnerability
, 18–19
Wall Street firms
, 102
Washington consensus
, 286
Wearing masks
, 29
WeChat Pay
, 259
“West versus the rest” perspective
, 288
Westlessness
, 286, 288
Whole-nation system
, 231
Within-team feedback
, 160–161
Wolf warriors
, 206–207
diplomacy
, 286
Working from home (WFH)
, 2–3, 80
World Health Organization (WHO)
, 73, 253, 256
World Trade Organization (WTO)
, 223
World Travel and Tourism Council (WTTC)
, 258
Wuhan virus
, 207
Xiaomi
, 106
Yellow Peril
, 288
Yersinia pestis
, 74
Yin-yang balancing
, 224
Yuan dynasty
, 68
Zika virus
, 74
Zoom
, 95, 272
license
, 95
- Prelims
- 1. Globalization, Political Economy, Business and Society in Pandemic Times
- Part I: Globalization, Political Economy and Society in Pandemic Times
- 2. From Vulnerability to Sustainability? The Enforced Cooling Down of an Overheated World
- 3. The Political Economy of COVID-19
- 4. Macroeconomic Perspectives on the Corona Crisis
- 5. Human Rights: Four Lessons from the Pandemic in a Post-pandemic World
- 6. Prosperity and Disease: Lessons from History
- 7. COVID-19 and its Impact on Medical Research and Society
- Part II: Industry and Business Strategy in Pandemic Times
- 8. Thinking Strategically During the Global Pan(dem)ic
- 9. Post-COVID Debates in Global Strategy
- 10. The Effects of COVID-19 on Tourism in Nordic Countries
- 11. Global Value Chain Strategies Before and After the Pandemic Crisis: The Case of Volvo Cars
- Part III: Leadership and Human Capital in COVID-19 Pandemic
- 12. Sweden’s COVID-19 Strategy from a Leadership Perspective: Importance of Trust and Role Models
- 13. The Dual Role of Trust in Creative Global Virtual Teams: Implications for Leadership in Times of Crisis
- 14. Human Capital Mobility in Developing Countries Under the Pandemic Times: Losses or Opportunities?
- 15. At the Crossroads: International Student Exchanges During the COVID-19 Pandemic
- Part IV: International Relations and International Business in an Emerging Bifurcated World
- 16. China’s Diplomatic Offensive and Rivalry with the US in Response to COVID-19
- 17. The New Challenges in the Emerging Context of Global Decoupling
- 18. The EU–Japan Strategic Partnership Agreement: A Tool to Tackle the COVID-19 Crisis and Other Global Issues?
- Part V: COVID-19 and New Research Agenda
- 19. COVID-19 and International Business
- 20. New Configurations of the IB Theories: Dynamic Response to the Environmental Challenges
- 21. A Cross-cultural Research Agenda in the Time of COVID-19
- Index