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Crisis management: a post-pandemic framework proposition and lessons learned at Hyundai Motor Brazil

Fabio Lotti Oliva (Universidade de São Paulo, São Paulo, Brazil)
Jefferson Luiz Bution (Universidade de São Paulo, São Paulo, Brazil)
Andrei Carlos Torresani Paza (Universidade de São Paulo, São Paulo, Brazil)
Ricardo Augusto Martins (Hyundai Motor Brasil, São Paulo, Brazil)
Marcelo Albuquerque (Universidade de São Paulo, São Paulo, Brazil)
Riccardo Savio (University of Rome La Sapienza, Rome, Italy)
Massimiliano Farina Briamonte (Department of Business Economics, Roma Tre University, Rome, Italy) (HSE University, Moscow, Russian Federation)

European Journal of Innovation Management

ISSN: 1460-1060

Article publication date: 28 November 2024

119

Abstract

Purpose

This study relies on the lessons learned from the recent pandemic crisis to propose a conceptual framework for organizational crisis management and illustrate its application in an organization that effectively protected its competitive position during the crisis.

Design/methodology/approach

Building upon the resource-based view and the dynamic capability theoretical framework, we first conducted a systematic literature review that involves content and bibliographic analysis. Subsequently, we developed a conceptual crisis management framework and applied it to the case of Hyundai Motor Brazil.

Findings

The systematic literature review found innovation and knowledge management as prominent response mechanisms to the pandemic crisis whereas the case provided a better understanding on how these mechanisms contributed to crisis navigation.

Practical implications

Managers will find valuable insights into the importance of linking risk management and crisis management, and leveraging innovation and knowledge to enhance resilience, with straightforward operationalization for benchmark.

Originality/value

This paper is original for relating enterprise risk management, innovation and knowledge management to each phase of existing crisis management processes. It enriches the theoretical and practical debate on the dynamic capabilities’ perspective of risk and crisis management.

Keywords

Acknowledgements

The article is based on the study supported by:

Conselho Nacional de Desenvolvimento Científico e Tecnológico – CNPq.

Faculdade de Economia, Administração, Contabilidade e Atuária – FEAUSP.

Fundação de Amparo à Pesquisa do Estado de São Paulo – FAPESP.

Fundação Instituto de Administração – FIA.

HSE University.

Hyundai Motor Brasil.

Universidade de São Paulo – USP.

Funding: The contribution of Massimiliano Farina Briamonte to this article is based on the study funded by the Basic Research Program of the HSE University.

Citation

Oliva, F.L., Bution, J.L., Paza, A.C.T., Martins, R.A., Albuquerque, M., Savio, R. and Briamonte, M.F. (2024), "Crisis management: a post-pandemic framework proposition and lessons learned at Hyundai Motor Brazil", European Journal of Innovation Management, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/EJIM-02-2024-0140

Publisher

:

Emerald Publishing Limited

Copyright © 2024, Emerald Publishing Limited

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