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The COVID-19 pandemic has led to major sales strategy and process changes as many interactions migrated from face-to-face to virtual environments. The nature of the interactions changed, and sales firms, the sales function and salespeople created new processes to excel in virtual environments. As sales processes evolve further, this paper aims to focus on understanding the enduring shifts in sales strategy and processes. In addition, this study seeks to understand the characteristics of enduring shifts and how they are distinct from temporary shifts.

This qualitative analysis provides a comprehensive overview of the sales organizations and salespeople over the period from the start of the pandemic to early 2022. The authors interviewed 66 sales professionals from different countries and industries to better understand the temporary and enduring shifts in sales strategy and processes, adopting ad inductive and narrative approach.

There are four major findings. First, four key themes emerged: increased digitalization, resistance to digitalization, sales process changes and sales organization transformation. Second, changes are classified as temporary, permanent and accelerated changes. Third, some proposed changes were not supported. Finally, five findings were found that were not discussed in previous literature.

This paper finds distinctive findings that offer additional valuable insights that connect to and extend existing literature. These include emerging themes, classification shifts, unsupported proposed changes and unique findings.

The purpose of this conceptual paper is to explore the role of strategic leadership under conditions of uncertainty and unpredictability. The authors argue that highly improbable, but high-impact events require the upper echelons of management, traditionally the custodians of strategy formulation to offer a new kind of strategic leadership focused on new mindsets, organizational capabilities, more in tune with high uncertainty and unpredictability.

Drawing on strategic leadership, and complexity leadership theory, the authors review the literature and present a conceptual framework for exploring the nature of strategic leadership under uncertainty. The authors conceptualize organizations as complex adaptive systems and discuss the imperatives for developing new mental models for emergent leadership.

Strategic leaders have a key role to play in preparing their organizations for episodic disruptions. These include developing their adaptive capabilities and building resilient organizations to ensure their organizations cannot only bounce back after a disruption but have the capacity for transformation to new fitness levels when necessary. Strategic leaders must engage with complexity leadership by seeing their organizations as complex adaptive systems, reconfigure their leadership approaches and organizations to build strategic adaptive capability.

This is a conceptual paper and the authors cannot make any claims of causality.

Organizational leaders need to reconfigure their mental models and leadership approaches to reflect the new normal of uncertainty and unpredictability. Developing the strategic adaptive capability of organizations should prepare them for dealing with high impact events. To assure business continuity in the face of disruptions requires building flexible, adaptable business models.

The paper focuses on how managers can offer strategic leadership for a new normal that challenges some of our most cherished leadership and strategic management paradigms. The authors explore the new mental models and leadership models in an era of great uncertainty.

This study aims to identify the changes in different selling situations/styles during and post-COVID scenarios.

To attain the above-mentioned objective, a qualitative study drawn upon the principles of the theories-in-use approach is conducted. The data were collected through 23 in-depth semistructured interviews, conducted with professional salespeople working at various levels in different industries. The data thus generated was analyzed through open, axial and selective coding, which resulted in three broad categories of changes in professional selling.

The findings of the study suggest that though sales jobs are perceived to be similar in nature, but there are differences in how various selling jobs are being performed. The same is the case with the effect of the pandemic on sales jobs. The authors found that every selling style faced a different challenge due to the pandemic and so is the case for the salespeople engaged in the respective selling practice.

To the best of the authors’ knowledge, this is the first research of its kind that has focused on the differences in various selling styles. Though the recent academic literature on personal selling does manifest the effect of the pandemic. But, in doing so, these studies have presented “personal selling” as an overarching concept encompassing all types of selling and have failed to differentiate between the various nuances of personal selling which include trade selling, technical selling, new-business selling and missionary selling.

The very criticism of public policy being rigid and generalized on one hand, and insouciant and noncustomizable on the other has to be addressed to cope up with the comingled economic, social and environmental challenges. Policies that fail the litmus test of changing and challenging conditions will run the risk of not achieving their purpose and obstructing the ability of citizens, communities and businesses. This paper draws the case of Bangladesh to explore the principles of adaptive policies in the surfacing of the recently adopted Digital Commerce Management Guide 2021 under the National Digital Commerce Policy, 2020.

This is a qualitative paper that is based on both primary and secondary data. While secondary data on the policy crafted a strong call for increased adaptiveness, primary data extracted from the interviews presented several lacking and loopholes from respondents’ firsthand experiences. Based on secondary content and primary data from consumers and business owners of the most-used social commerce platform (a form of digital commerce), Facebook commerce, hereto referred to as F-commerce, this paper discusses the possible characteristics of adaptive policy-making for more innovative, contextual, gender-inclusive, efficient and environmentally sustainable policies.

The paper points out some reform and adjustment scope for the recently introduced digital commerce policy to make it more adaptive to the present and upcoming policy context.

It must be mentioned that there is a dearth of research on digital commerce policy and the platform as a whole.

Hence, this paper offers a fresh perspective toward time befitting policy formulation in the digital commerce sector and set in motion the policy attention that this platform requires.

The application of circular building adaptability (CBA) in adaptive reuse becomes an effective action for resource efficiency, long-lasting usability of the built environment and the sped-up transition to a circular economy (CE). This paper aims to explore to which extent CBA-related strategies are applied in adaptive reuse projects, considering enablers and obstacles.

A stepwise theory-practice-oriented approach was followed. Multiple-case studies of five circular adaptive reuse projects in The Netherlands were investigated, using archival research and in-depth interviews. A cross-case analysis of the findings was deductively conducted, to find and replicate common patterns.

The study revealed that configuration flexibility, product dismantlability and material reversibility were applied across the case studies, whereas functional convertibility and building maintainability were less applied. Low cost of material reuse, collaboration among team members and organisational motivation were frequently observed enabling factors. Lack of information, technical complexities, lack of circularity expertise and infeasibility of innovative circular solutions were frequently observed obstacles to applying CBA.

This paper provides practitioners with a set of CBA strategies that have been applied in the real world, facilitating the application of CBA in future adaptive reuse projects. Moreover, this set of strategies provides policymakers with tools for developing supportive regulations or amending existing regulations for facilitating CE through adaptive reuse.

This study provides empirical evidence on the application of CBA in different real-life contexts. It provides scholars and practitioners with a starting point for further developing guiding or decision-making tools for CBA in adaptive reuse.

Cities are facing challenges that dramatically affect their social and physical landscapes, leading to the increase of urban segregation and polarization. One response to these challenges is adaptive reuse, yet, in heterogeneous communities, these adaptations are often a source of conflict, because local actions often lack an integrative approach, leading to further exclusion. In this paper the authors explore the potential of adaptive reuse of urban heritage as a planning tool to support inclusiveness and heterogeneity.

The city of Acre is used as a case study, where different scenarios for urban heritage are proposed and tested among stakeholders through interviews. These aim to explore how adaptive reuse processes can lead to the inclusion or exclusion of certain groups and how design interventions in historic urban landscapes challenge the way the current disconnected historic and urban layers interact.

The paper presents the commonalities and differences between the interviewees' perceptions on Acre's functioning, their idea of inclusiveness and other aspects related to urban design. Moreover, it highlights the existing conflicts of interest, value prioritization and the adequacy of the proposed scenarios, serving as a way to verify the accuracy of the scenario building process.

Testing an urban design tool related to adaptive reuse of urban heritage in a real and extreme case, based on the guidelines of the Historic Urban Landscape Recommendation; and critically analysing the sources of conflict and value systems to address inclusion in heterogenous settings.

This paper explores how adaptive organizations, companies capable of continuously adapting their organizational model, dynamically solve the universal problems of organizing.

The authors applied grounded theory to data acquired from six interpretative case studies, collected in two rounds of interviews (15 in total), then completing and validating the study’s evidence through triangulation with several secondary data sources.

In adaptive organizations, polyarchies and intrapreneurial employees are essential to shape the division of labour, leading to high levels of autonomy and empowering individuals and teams, while reducing bureaucracy and hierarchy. In terms of the integration of effort, digital solutions are preferred to social proof in the provision of information, while the authors note that incentives are always geared towards developing strong higher-order dynamic capabilities.

This paper has some limitations that could be addressed in future research, including longitudinal studies to analyse the link between the universal problems of organizing and a company's dynamic capabilities.

Adaptive organizations go beyond tech firms in responding to the universal problems of organizing work by making specific use of digital technologies.

The paper studies how companies should organize themselves so that they continuously adapt to an ever-changing competitive environment.

This paper aims to provide a novel explorative perspective on fund managers’ decisions under uncertainty. The current COVID pandemic is used as a unique reference frame to study how heuristics are used in institutional financial practice.

This study follows a grounded theory approach. A total of 282 diverse publications between October 2019 and October 2020 for 20 German mutual funds are qualitatively analyzed. A theory of adaptive heuristics for fund managers is developed.

Fund managers adapt their heuristics during a crisis and this adaptive process flows through three stages. Increasing complexity in the environment leads to the adaption of simplest heuristics around investment decisions. Three distinct stages of adaption: precrisis, uncertainty and stabilization emerge from the data.

This study’s data is based on publicly available information. There might be a discrepancy between publicly stated and internal reasoning.

Money managers can use the provided framework to assess their decision-making in crises. The developed adaptive processes of heuristics can assist capital allocators who choose and rate fund managers. Policymakers and regulators can learn about the aspects of investor decisions that their actions and communication address. Teaching can use this study to exemplify the nature of financial markets as adaptive systems rather than static structures.

To the best of the author’s/authors’ knowledge, this study is the first to systematically explore the heuristics of professional money managers because they navigate a large-scale exogenous crisis.

This paper investigates a problem in a reverse logistics (RLs) network to decide whether to dispose of unsold goods in primary stores or re-commercialize them in outlet centers. By deducting the costs associated with each policy from its revenue, this study aims to maximize the profit from managing unsold goods.

A new mixed-integer linear programming model has been developed to address the problem, which considers the selling prices of products in primary and secondary stores and the costs of transportation, cross-docking and returning unwanted items. As a result of uncertain nature of the cost and time parameters, gray numbers are used to deal with it. In addition, an innovative uncertain solution approach for gray programming problems is presented that considers objective function satisfaction level as an indicator of optimism.

According to the results, higher costs, including transportation, cross-docking and return costs, make sending goods to outlet centers unprofitable and more goods are disposed of in primary stores. Prices in primary and secondary stores heavily influence the number of discarded goods. Higher prices in primary stores result in more disposed of goods, while higher prices in secondary stores result in fewer. As a result of the proposed method, the objective function satisfaction level can be viewed as a measure of optimism.

An integral contribution of this study is developing a new mixed-integer linear programming model for selecting the appropriate goods for re-commercialization and choosing the best outlet center based on the products' price and total profit. Another novelty of the proposed model is considering the matching percentage of boxes with secondary stores’ desired product lists and the probability of returning goods due to non-compliance with delivery dates. Moreover, a new uncertain solution approach is developed to solve mathematical programming problems with gray parameters.

The purpose of this study is to define and investigate the governance requirements of supply chain finance (SCF).

A qualitative analysis of 849 news articles published in UK newspapers (2000–2022) using the Gioia method.

SCF governance relies on developing capacities for reflexive scrutiny at two stages: (1) prior to entering into an SCF relationship and (2) during its operation. Based on the notion of SCF as a complex adaptive system, we theorise SCF governance requirements as a dual-layered semipermeable boundary. The semipermeability of the two layers allows for a dynamic exchange between the SCF system and its environment. The first layer is the capacity to selectively enable or control the entry and access of certain actors and practices into the SCF system. The second layer is a capacity for ongoing scrutiny of the SCF operation and its development. Further, we identify five aspects of governance to be enabled, i.e. enhancing adaptability, building confidence, improving efficiency, advancing technology and promoting transparency; and four aspects to be controlled, i.e. preventing abuse of power, curbing fraud risk, constraining operational risk and restricting risky extensions to SCF practices.

Our dynamic framework can guide supply chain (SC) members in making decisions about whether to participate, or continue to operate, in an SCF relationship. Moreover, the findings have implications for policymakers and authorities who oversee entry/access and the involvement of SCF providers, particularly, fintech firms.

The study contributes to both the SC and governance literature by providing a systematic analysis of what SCF governance has to accomplish. Our novel contribution lies in its analysis of SCF governance based on a complex adaptive system approach, which expands the existing literature where SCF is described in rather static terms. More specifically, it suggests a need for a dynamic duality of SCF governance through the semipermeable boundary that selectively enables and controls certain SCF actors and practices.