Search results

Coronavirus disease 2019-related fake news consistently appears on social media. This study uses appraisal theory to analyze the impact of such rumors on individuals' emotions, motivations, and intentions to share fake news. Furthermore, the concept of psychological distance and construal level theory are used in combination with appraisal theory to compare toilet paper shortages and celebrity scandal rumors.

Data collected from 299 Taiwanese respondents to 150 toilet paper shortage-related and 149 celebrity gossip-related questionnaires were processed using partial least squares regression and multigroup analysis.

In both cases, surprise is felt most intensely. However, unlike in the celebrity fake news scenario, worry plays a prominent role in driving the altruistic sharing motivation related to the toilet paper shortage rumor. Furthermore, while emotional attributes (basic or self-conscious, concrete, or abstract) serve as a guide for how emotions change with psychological distance, the degree to which an emotion is relevant to the fake news context is key to its manifestation.

This study examines the impact of individuals' emotions on their motivations and intention to share fake news, applying the appraisal theory and the psychological distance concept in a single study to fake news sharing intention. It evaluates the relationship between psychological distance and emotions, revealing that it is not absolute and need not necessarily shift according to psychological distance change; rather, the relationship is context-sensitive.

Fake news on social media about COVID-19 pandemic and its associated issues (e.g. lockdown) caused public panic that lead to supply chain (SC) disruptions, which eventually affect firm performance. The purpose of this study is to understand how social media fake news effects firm performance, and how to mitigate such effects.

Grounded on dynamic capability view (DCV), this study suggests that social media fake news effects firm performance via SC disruption (SCD) and SC resilience (SCR). Moreover, the relation between SCD and SCR is contingent upon SC learning (SCL) – a moderated mediation effect. To validate this complex model, the authors suggest effectiveness of using partial least squares structural equation modeling (PLS-SEM). Using an online survey, the results support the authors’ hypotheses.

The results suggest that social media fake news does not affect firm performance directly. However, the authors’ serial mediation test confirms that SCD and SCR sequentially mediate the relationship between social media fake news and firm performance. In addition, a moderated serial mediation test confirms that a higher level of SCL strengthens the SCD–SCR relationship.

This work offers a new theoretical and managerial perspective to understand the effect of fake news on firm performance, in the context of crises, e.g. COVID-19. In addition, this study offers the advancement of PLS as more robust for real-world applications and more advantageous when models are complex.

Prior studies in the SC and marketing domain suggest different effects of social media fake news on consumer behavior (e.g. panic buying) and SCD, respectively. This current study is a unique effort that investigates the ultimate effect of fake news on firm performance with complex causal relationships via SCD, SCR and SCL.

The economic scene in mid‐1974 presents a disconcerting background against which to highlight some of the current problem areas in distribution. Many of these problems have been with us for some while but it is present conditions which have made them more immediately apparent. Shortages, fuel crises, inflation, recession, increasing government involvement in business decision making; these are just some of the welter of circumstances which are making the management of marketing and distribution increasingly difficult.

COVID-19 pandemic has heavily affected worldwide. One of the major industrial sectors impacted by COVID-19 virus is the travel and hospitality, and it has resulted in extreme level of unemployment in travel and tourism industries especially hotels, restaurant chains, street food caterers and bars. Cancellations of events, conferences, conventions and sports leagues are instantaneously causing severe impact on the travel and tourism and hospitality industry. The unemployed workforce is facing numerous mental health challenges in the form of depression, anxiety, hopelessness, lack of confidence and loss of interest in life which are leading them to maladaptive coping mechanisms like suicide, alcohol and substance abuse. This chapter discusses the following topics:

It has been a tremendous challenge for organisations to navigate and survive the COVID-19 pandemic. This paper proposes a novel multi-level conceptual model, based on the resource-based view (RBV), to address the pandemic crisis and highlight the importance of strategic human resource management (SHRM) in promoting employee motivation and organisational resilience. The paper aims to provide insights and practical guidance for organisations to leverage their internal resources and capabilities to thrive in the post-pandemic landscape.

This paper conducted a comprehensive literature review of the existing research on the impact of the COVID-19 pandemic, SHRM, RBV, job satisfaction, turnover intentions and organisational resilience, covering the main contributors to this research stream and their findings.

The conceptual model presented in this paper offers five testable propositions to examine the impact of the COVID-19 pandemic on employee motivation and organisational resilience and how organisations can navigate challenging times through SHRM, which enables RBV. It highlights the foundational role of RBV and identifies the resources employed by SHRM as intervening constructs that significantly enhance employee outcomes, including motivation, job satisfaction, turnover intention and organisational resilience.

The proposed model counsels that organisations need to look beyond the straightforward application of SHRM and should enable the RBV climate to protect and uphold employee motivation and organisational resilience. Finally, measurement and analysis implications are presented for future research opportunities and managerial interventions to mitigate the impact of difficult times such as the COVID-19 pandemic.

Currently, there is a lack of research regarding the conceptualisation of the COVID-19 pandemic and its impact on employee and organisational resilience. Therefore, the proposed model discusses the significance of the alignment of SHRM and RBV as a moderator of the relationships between the impact of COVID-19 pandemic, employee motivation and organisational resilience.

This paper aims to illustrate the scope and challenges of using computer-aided content analysis in international marketing with the aim to capture consumer sentiments about COVID-19 from multi-lingual tweets.

The study is based on some 35 million original COVID-19-related tweets. The study methodology illustrates the use of supervised machine learning and artificial neural network techniques to conduct extensive information extraction.

The authors identified more than two million tweets from six countries and categorized them into PESTEL (i.e. Political, Economic, Social, Technological, Environmental and Legal) dimensions. The extracted consumer sentiments and associated emotions show substantial differences across countries. Our analyses highlight opportunities and challenges inherent in using multi-lingual online sentiment analysis in international marketing. Based on these insights, several future research directions are proposed.

First, the authors contribute to methodology development in international marketing by providing a “use-case” for computer-aided text mining in a multi-lingual context. Second, the authors add to the knowledge on differences in COVID-19-related consumer sentiments in different countries. Third, the authors provide avenues for future research on the analysis of unstructured multi-media posts.

Using Kristeva's theory of abjection, this article analyzes the psychosocial reality of the coronavirus disease 2019 (COVID-19) pandemic, advancing the understanding of exclusion and stigmatization as forms of social abjection.

The article applies abjection to understand how severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) is both a medical emergency but also a cultural challenge. The analysis is structured in three dimensions: (1) the transgressive potential of the virus, (2) forms of cultural coping with its threat and (3) the moral order of abjection.

The virus is an existential challenge to cultural boundaries and subjectivity. Strategies to prevent its further spread (e.g. handwashing, “social distancing” and closing national borders) are thus culturally significant. The virus triggers the processes of abjection, (re-)establishing challenged boundaries and exclusionary social hierarchies. Collateral consequences of protective measures vary across regions and social groups, creating and exacerbating social inequalities.

Practices of abjecting the virus go far beyond handwashing, masking, etc. The virus, an invisible enemy to be expunged, is also a hybrid of threatening pathogen and human body; it is not the virus but people who experience exclusion, discrimination and disrespect. Thus, cultural sociology must address the moral economy of abjection.

As Kristeva insists, the abject threatens both the subject and the symbolic order. Overcoming social abjection means recognizing and strengthening individual and community agency and requires understanding vulnerability as an anthropological condition, enacting caring relationships and acting in solidarity.

This article demonstrates that abjection is a suitable theoretical tool for analyzing the social dynamics of the COVID-19 crisis.

This paper’s main aim is to check the mediating effect of supply chain memory in the relationship between using digital technologies and both supply chain resilience and robustness. In addition, the impact of the COVID-19 disruption was tested as a moderator of the impact of supply chain memory on supply chain resilience and robustness.

Altogether, 257 supply chain managers answered the questionnaire, and data were analysed through structural equation modelling.

This paper contributes to theory and practice by demonstrating that the experience, familiarity and knowledge to deal with disruptions partially mediate the relationship between digital technologies, resilience and robustness. Moreover, our results show that memory is less efficient for the supply chain to maintain an acceptable level of performance in case of a new extreme disruptive event like COVID-19. The full model was able to explain 36.90% of supply chain memory, 41.58% of supply chain resilience and 46.21% of supply chain robustness.

The study helps to understand how to develop supply chain memory, positioning digital technologies as an antecedent of it. The impact of supply chain memory on supply chain resilience and robustness is proved. Knowledge about the impact of industry 4.0 technologies on disruption management is quantitatively improved. It demonstrates that digital technologies impact resilience and robustness mainly through supply chain memory. The study proves that supply chain memory is less efficient for the chain remains effective when a non-routine disruptive event occurs, but it is still imperative to recover from it.

The unprecedented crisis of the COVID-19 pandemic has posed an enormous challenge ever for health-care organisations to find strategies to deal with their survival. The health-care employees are the frontline soldiers to fight against COVID-19 pandemic. Currently, there is a lack of research regarding the conceptualisation of COVID-19 and its impact on health-care employees’ well-being and their organisational sustainability. Extending the role of responsible leadership (RL), the purpose of this paper is to develop a multi-level conceptual model to overcome the crisis of COVID-19 pandemic and promote employee (e.g. workers, nurses and professionals) well-being and organisational sustainability.

With a comprehensive literature review, this paper presents five testable propositions and highlights the impact of COVID-19 pandemic on employee well-being and organisational sustainability.

The proposed model counsels that organisations need to go beyond the simple application of strategic climate and should enable RL to protect and maintain employee well-being and organisational sustainability.

The proposed conceptual model is a step forward to not only explore future empirical research but also it will help the health-care policymakers to take responsible initiatives to increase employee well-being and uphold organisational sustainability.

There is a lack of research regarding the conceptualisation of the COVID 19 pandemic and its impact on health-care employees’ well-being and organisational sustainability. The proposed conceptual model opens and guides a novel research avenue for the alignment of strategic management (as a moderator) and RL on the relationships among the COVID-19 pandemic, employee well-being and organisational sustainability.

Background: This paper examines the impact of coronavirus COVID-19 outbreak on employees’ mental health, specifically psychological distress and depression. It aims at identifying the main stressors during and post COVID-19, examining the main moderating factors which may mitigate or aggravate the impact of COVID-19 on employees’ mental health and finally to suggest recommendations from a human resource management perspective to mitigate COVID-19’s impact on employees’ mental health.

Methods: This paper is a literature review. The search for articles was made in Google scholar, Web of Science and Semantic scholar. We used a combination of terms related to coronavirus OR COVID-19, workplace and mental health. Due to the paucity of studies on the COVID-19 impact on employees’ mental health, we had to draw on studies on recent epidemics.

Results: The identified literature reports a negative impact of COVID-19 on individual’s mental health. Stressors include perception of safety, threat and risk of contagion, infobesity versus the unknown, quarantine and confinement, stigma and social exclusion as well as financial loss and job insecurity. Furthermore, three dimensions of moderating factors have been identified: organizational, institutional and individual factors. In addition, a list of recommendations has been presented to mitigate the impact of COVID-19 on the employee’s mental health, during and after the outbreak, from a human resource management perspective.

Conclusions: Coronavirus is new and is in a rapid progress while writing this paper. Most of current research are biomedical focusing on individuals’ physical health. In this context, mental health issues seem overlooked. This paper helps to broaden the scope of research on workplace mental health, by examining the impact of a complex new pandemic: COVID-19 on employees’ mental health, from social sciences perceptive, mobilizing psychology and human resource management.