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Companies are adopting innovative methods for responsiveness and efficiency in the public transport sector. The implementation of air-taxi services (ATS) in the transport sector is a move in this direction. Air taxis have a two-pronged advantage as they can reduce travel times by avoiding traffic congestion and have the potential to reduce carbon footprint compared to traditional modes of public transportation. Many companies worldwide are developing and testing ATS for practical applications. However, many factors may play a significant role in adopting ATS in the transport sector. This paper attempts to unearth such critical success factors (CSFs) and establish the interrelationships between these factors.

Fifteen CSFs were identified by systematically reviewing the literature and taking experts' input. An integrated multi-criteria decision-making (MCDM) technique, Decision-Making Trial and Evaluation Laboratory-Analytic Network Process (DEMATEL-ANP [DANP]) was used to envisage the causal relationships between the identified CSF.

The results reveal that Govt Regulations (GOR), Skilled Workforce (SKF) and Conductive Research Environment (CRE) are the most influential factors that impact the adoption of ATS in the transport sector.

The research implications of these findings will help practitioners and policymakers effectively implement ATS in the public transportation sector.

This is the first kind of study that identifies and explores the different CSFs for ATS implementation in public transportation. The CSFs are evaluated with the help of a framework built with inputs from logistics experts. The study recognizes the CSFs for ATS implementation and provides a foundation for future research and smooth adoption of ATS.

This paper aims to investigate business-to-business sales executives’ navigation of challenges and changes in planning during two separate periods (prevaccine and postvaccine) of time, which were impacted by a disruptive event (the COVID-19 pandemic).

This study uses a two-phase qualitative data collection approach. Thirteen executives, primarily from the Business-to-Business (B2B) manufacturing industry, were interviewed in phase one (2–3 months before the first COVID-19 vaccine). The second period of data collection was collected 4–5 months after vaccines became available.

The prevaccine business environment focused on short-term challenges, while the vaccine created exponential changes to long-term sales practices, suggesting the need to focus on critical inflection points that occur after the initial disruptive event.

This exploratory study is a step toward developing a deeper understanding of managing disruptive events within a business-to-business sales environment by stressing the importance of both the actual disruptive event and the inflection points that follow the event.

New business models are constantly developing and evolving. However, this study suggests the biggest changes could occur after an inflection point from the disruption. Thus, firms need to consider different planning strategies before and after certain inflection points following a disruptive event. First, firms should adapt from their predisruption strategy to focus on short-term challenges during the initial phases of a disruption, likely halting most of the long-term planning. Second, inflection points create the need to move beyond short-term challenges and changes to focus on long-term changes. Third, long-term strategies and planning postinflection point will be different, and likely more complex, than long-term strategies and planning predisruption.

Most studies look at a disruptive event through a single data collection period. This longitudinal study compares prevaccine and postvaccine thought processes to explore the impact of an inflection point.

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.