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This paper explores the new normal activities and strategic responses of the service industry towards the challenges created by the coronavirus disease 2019 (COVID-19) outbreak and other constructs and validates the measurement scale for socio-economic and technological new normal activities following lockdown and social distancing practices.

First, structured interviews with 28 participants helped us generate items and develop survey instruments for cross-sectional data collection in the second phase. So, the authors received 256 complete responses from the top and middle management of the services industry. Exploratory factor analysis helped us explore the factors and reliability of the items. Confirmatory factor analysis aided us in generating and confirming the factorial structure of the constructs.

Results indicated that amid COVID-19's pandemic, new normal activities are emerging in which organizations are deploying crisis strategies to safeguard their business and stakeholders. Organizations are re-opening swiftly, focusing on digital transformation, developing digital platforms for ease in working and improved consumer services, to name a few operational changes.

Discussion on empirical analysis revolves around the guidelines to service industry's managers and top management to improve shortcomings in combating the challenges they face in their operations.

Prior studies have provided substantial insights on the COVID-19 pandemic, but relatively little research exists on new normal activities in the supply chain network of the service industry. Among other reasons for such less empirical evidence on new normal activities is the unavailability of a comprehensive tool for measuring the socio-economic and technological new normal activities. This paper is a contribution to bridging this knowledge gap.

This paper aims to share the activities of library services in the new-normal era. The paper describes libraries’ circumstances since their reopening in early June 2020. Furthermore, it provides details on how libraries have adopted several most appropriate practices changing physical to online services.

This paper describes various university library services in Indonesia in the new-normal era by using literature and documentary reviews as the approaches. The data were primarily collected from webpages, blogs, social media, newsletters and specific journals organized by university libraries. The survey was carried out by involving 126 university librarians incorporated in the University Libraries Forum. It highlighted the current conditions of university libraries and the most appropriate practices of library services in the new-normal era.

The most appropriate practices of university library services in the new-normal era are provided. Libraries in Indonesia have experienced a service transformation implementing the COVID-19 health protocols. Likewise, almost all university library services became virtual. Accordingly, there were several challenges faced by librarians and users in carrying out virtual activities in the library.

This paper provides a great value for libraries in responding to COVID-19 and those starting to reopen. It reveals the most appropriate library service practices and challenges in the new-normal era, which are useful for current and future insight development.

Drawing on chaos theory as an overarching approach, as well as guidelines from effectuation and transformative learning theories, this study aims to evaluate the changing marketing channels in the hospitality industry in the wake of the COVID-19 pandemic. It also aims to develop a conceptual framework that demonstrates the transformation of the marketing structure; in particular, the transformation of hospitality organizations, employees and customers.

The study uses the hermeneutic method and conceptually evaluates the existing actors of the services marketing structure. It also discusses how to transform this structure into the new normal in the wake of the COVID-19 pandemic.

The findings of the study demonstrated that COVID-19 has resulted in changing marketing channels in the hospitality industry. These include external, internal, interactive and substitutional marketing channels. In response to these changes, the hospitality industry needs to adopt a more transformative marketing structure that requires the transformation of hospitality companies, employees and customers.

The conceptualized transformation of the services marketing structure could help hospitality practitioners, employees and customers to understand the new normal and acquire new abilities, meanings, awareness and learning accordingly.

This study uses chaos, effectuation and transformative learning theories to reconceptualize the hospitality services marketing structure. The contribution of this paper lies in the conceptual pathways it suggests for transforming hospitality firms, employees and customers and for demonstrating their transformed roles and positions in the wake of the pandemic.

According to the construction literature, the number of projects applying integrated project delivery (IPD) principles is expected to increase in the new-normal era. However, given that the pandemic is not yet fully over, accurate and measurable data are not yet available. Also, there is a lack of empirical studies that could provide guidelines as to the application of IPD principles at the various stages of construction projects. Thus, the goal of this paper is to address this knowledge gap through case studies.

This paper follows a multi-step research methodology, namely, a literature review, case study and focus group discussions in the context of Canadian construction projects.

Based on the conducted literature review and focus group discussions, the authors identified: (1) new challenges in the various stages of the construction projects' life cycle, (2) their related proximity aspects (technological, organizational, geographical and cognitive) and (3) IPD principles that can address the identified challenges within their associated proximities. The results show that IPD relational principles can improve a project's organizational and cognitive proximities, while IPD digital integrative principles can enhance a project's geographical and technological proximities.

This study contributes to the theoretical checklists of challenges that the construction industry has experienced since the beginning of the pandemic, and to the practical guidelines of implementation of IPD principles to meet these challenges. The conducted case studies are timely and relevant, and their results provide new insights for key project stakeholders into the application of IPD to tackle new-normal challenges based on their proximity perspectives.

Crises are major events or periods faced by individuals, groups and society. This paper aims to explore the value of facilitating (un)learning in and from crises. Educators have a key role in building futures literacy (FL) for dealing with uncertainties, understanding emergence and responding to rapid, complex change. Integrating crisis learning as part of FL is important for enhanced anticipatory and crisis responses.

Adapting from causal layered analysis (CLA) methodology, experimental virtual futures workshops were designed and hosted during the coronavirus pandemic. Participants discussed COVID-19 crisis responses and imagined the “new normal”. Sessions explored mindsets applied to make sense and derive meaning from the crisis, myriad ways of adapting to uncertainty, as well as lenses used to imagine post-crisis futures.

In the exploratory and participatory CLA exercises, participants shared on the COVID-19 pandemic and imagined post-crisis futures. Related hopes and fears concerned self, collectives and nature. Overall, despite the dramatic nature of crises, opportunities exist for learning and transformation. Educators play a central role in heightening awareness about the dynamics and nature of crises, and integrating crisis learning into FL, as important and transformative capabilities.

In exploratory dialogues, the “new normal” was applied as a frame for uncertainty. The workshops were hosted during the COVID-19 pandemic as a specific type of crisis. The workshop design is intended to be replicable in various crisis contexts and for iterative rounds with diverse groups. Therefore, futures images exemplify context-specific crisis-time sentiments. The findings presented here do not aim to be generalizable. They are liable to change across different crises, as a crisis evolves and across diverse stakeholders.

Dramatic change and crisis events offer potential moments for development, advancement and transformation. Educators have an important role in facilitating (un)learning in and from crises, elevating FL and expanding futures consciousness. The CLA methodology can assist educators to engage with multiple facets, layers and dimensions of crises. By considering crises intently, educators can help in anticipating emergence, imagining and preparing for diverse alternatives.

The contemporary world is volatile, complex and ambiguous volatile, uncertain, complex and ambiguous (VUCA), as revealed by multiple crises. Crises can spotlight new possibilities and horizons and may be possible turning points. The COVID-19 is an example of a crisis disruption, which provoked thinking and contributed to action about novel prospects. To realise transformative change however, it is important to integrate crisis learning as part of FL, and here educators are an important influence.

Integrating crisis learning into FL is proposed to improve responses to the rapid pace of change and uncertainty as well as to boost crisis preparedness. As part of this, there is value in applying and developing techniques such as CLA that help explore and question assumptions, to understand diverse, possible and transformed futures. This way, we can explore, imagine and expand new horizons.

People subjectively engage in the production and reproduction of what constitutes “feeling normal.” Objective standards of normalcy for the able-bodied are created and maintained by institutions (e.g., medicine, the state, business, the mass media, and family), and these standards are learned by individuals who socialize the next generation in a continuous cycle. Having a disability does not exempt a person from standards and values of “able-bodied normalcy,” nor does it prevent her/him from reproducing these standards for future generations. Thus, it is possible, if not probable, that persons with disabilities live in and reproduce the able-bodied lifeworld, sustaining, what is for the person with a physical disability, an unattainable standard of normalcy. Approximating and ultimately achieving “normalcy” in this situation or at least the presentation of “normalcy” (Goffman, 1959, 1963) may occupy a sizeable portion of everyday life. More importantly here, “feeling normal” emerges when the social constructions of reality allows the person with a physical disability to be part of a generation and everyday life. There is, in other words, a “frame” for defining normality, and physical disability is a key to changing this frame (Goffman, 1974).

This paper traces the incorporation of western educational histories in the development of normal-school curricula during the late Qing Dynasty and the Republic of China (1901–1944). It uses publication networks to show how the study of comparative educational history facilitated the international circulation of knowledge in the teaching profession, and how the “uses” of educational history were shaped by larger geopolitical forces.

This paper analyzes the international exchange of texts between normal schools in China and Japan and, subsequently, between normal schools in China and the United States. A database of 107 publications in the field of western educational history that were adopted in China reveals specific patterns of textual citation, cross-reference, and canon-formation in the field of educational historiography.

With conclusions derived from a combination of social network analysis and clustering analysis, this paper identifies three broad stages in China's development of normal-school curricula in comparative educational history: “Japan as Teacher,” “transitional period” and “America as Teacher.”

Statistical analysis can reveal citation and reference patterns but not readers' understanding of the deeper meaning of texts – in this case, textbooks on the subject of western educational history. In addition, the types of publications analyzed in this study are relatively limited, the articles on the history of education in journals have not become the main objects of this study.

This paper uses both quantitative and qualitative methods to uncover the transnational circulation of knowledge in the field of comparative educational history during its formative period in China.

The purpose of the chapter is to find out the current issues and tendencies of the global economy in the context of the term ‘new normal’. The author tries to determine some approaches to the meaning of the ‘new normal’ term under the condition of COVID-19. At the same time, it had been underlined and paid great attention to the countries with the demographic burden such as India.

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.