Environmental catastrophes and organizational ambidexterity: lessons from the Covid-19 experience

Abstract

Purpose

Taking an organizational perspective, this paper aims to understand how organizations respond to such strong and concurrent societal effects, and to answer the question, “How should researchers conceptualize the symbiotic relationship between society and business during a catastrophic societal event?”

Design/methodology/approach

The authors highlight through numerous examples, the impact of COVID-19 on society is well-evidenced in the research. They also draw on such evidence of the effects of catastrophic societal events like COVID-19 to support the appropriateness of this conceptualization.

Findings

The authors found that organizations that use both short- and long-term activities concurrently are better able to tackle the concurrent short- and long-term effects of catastrophic events like COVID-19.

Originality/value

The authors use ambidexterity theory, supported by evidence derived from organizational responses to COVID-19, to offer a new and more comprehensive conceptualization that frames the concurrent and interrelated short-term and long-term organizational response to a catastrophic societal event. Further, they highlight the importance of studying such organizational responses in the context of the organization’s referent groups.

Citation

Hasan, M.K. and D'Souza, D. (2024), "Environmental catastrophes and organizational ambidexterity: lessons from the Covid-19 experience", Society and Business Review, Vol. 19 No. 3, pp. 403-423. https://doi.org/10.1108/SBR-02-2023-0039