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The purpose of this study was to examine the impact of strategic leadership (SL) on business operational resilience (OR) in the hotel industry in Egypt, namely, during and after the pandemic. This investigation also aimed to explore the mediating function of crisis response strategies (CRSs) and organisational e-readiness (Oe-R) in this relationship.

The researchers conducted a cross-sectional study using a questionnaire as the primary data collection method. Using partial least squares structural equation simulation (PLS-SEM), the study used a comprehensive sample that targets the general managers of all five-star hotels in Egypt.

Results indicated that SL has a positive impact on CRSs and Oe-R. Furthermore, the results reveal a positive influence of Oe-R on both CRSs and hotel OR. On the other hand, CRSs do not influence hotel OR. The findings showed that CRSs fully mediate the link between SL and OR. However, CRSs do not serve as a mediator between Oe-R and OR. Furthermore, the findings showed that Oe-R partially mediates the link between SL and both OR and CRSs.

The study yields unique and valuable theoretical and practical insights to guide hotel leaders and managers towards adaptive recovery and resilience in turbulent and crisis-ridden environments by demonstrating that the combined mediating function of CRS and Oe-R is more effective in strengthening the relationship between SL and OR.

This study represents a pioneering investigation that establishes a correlation between SL and OR, either through direct or indirect means. The research examines the involvement of CRSs and Oe-R as collaborative mediators in this relationship. Previous studies undertaken in the hotel industry and service sector have not investigated this specific element.

In the face of crises, nonprofit organizations (NPOs) have focused on their financial viability but there are other operational aspects to consider (e.g. activity or volunteer involvement). This study aims to investigate whether governance changes made by NPOs in times of crisis have enhanced organizational viability in a broader sense.

Through community-engaged research, the link between governance changes and organizational viability is examined. This study is based on a survey of 10,926 French NPOs and the conceptual framework of societal orientation.

They show that changing governance in the midst of a crisis can protect organizational viability, if the beneficiaries and members remain the core of the strategic target and if the content of volunteering remains stable.

This study, therefore, calls for a better study of the risks of governance changes for internal stakeholders, both at the level of scholars and within the organizations themselves. The results extend recent works on governance change and highlight the relevance of societal orientation in times of crisis.

This study helps to counter the criticisms regularly made about governance (particularly in France) and highlights the importance of maintaining the board of directors in NPOs. It invites NPOs to make decisions that protect their values, mission and beneficiaries at all times.

This study focuses on societal orientation in relation to stakeholder theory, as well as the nonfinancial aspects of viability.

This study aims to understand how and when employees' pandemic fears influence their lateness attitude, with a particular focus on how this influence is mediated by emotional exhaustion and moderated by a perceived safety climate.

Survey data were collected among employees in the retail sector.

A core mechanism that explains the escalation of pandemic fears into beliefs that tardiness is acceptable is employees' sense that employees are emotionally overextended by work. The extent to which employees perceive that their organization prioritizes safety issues subdues this detrimental process though.

For human resource management (HRM) practice, the findings point to the notable danger that employees who cannot stop ruminating about an external crisis, and feel emotionally overburdened as a result, might compromise their own organizational standing by devoting less effort to punctuality. To disrupt this dynamic, HR managers can create organizational climates that emphasize safety practices.

This study adds to HRM research by revealing a pertinent source of personal adversity, pandemic fears, and how the fears affects tendencies to embrace tardiness at work. The study explicates how emotional exhaustion functions as a core conduit that connects this resource-draining condition with propensities to show up late, as well as how safety climate perceptions can buffer this translation.

The purpose of this study is to assess the significance of employee work flexibility and the policy of the organization for survival during any crisis. This study also investigates the moderating role of leadership support (LS) during such turbulent conditions.

This study has used literature from the fields of organization performance, human resources and organization policy (OP), along with the theories of resource-based view (RBV) and dynamic capability view (DCV) to develop a conceptual model. Later, the conceptual model is validated using the structural equation modeling technique. The study used a survey method with a sample of 311 participants. These participants are employed as human resource managers (HRM) and other supportive workforce at different levels in the organizations.

The study shows that innovativeness and employee flexibility (EFL) are critical toward organizations’ survival during any crisis. Also, the study highlights the importance of OP and LS for the survival of organizations during and after any turbulent condition.

This study provides valuable inputs to the leadership teams of organizations, especially HRM. This research also provides food for thought for policymakers and researchers in the field of organizational performance. This study also contributes to the overall body of literature on organization analysis and extends the literature on RBV and DCV.

The study adds value to the overall body of literature on organization performance and capabilities along with human resource management. Few studies have nurtured issues on EFL during turbulent conditions. Also, there are limited studies in the areas of OP such as favorable and unfavorable policies toward employees. Thus, this study can be considered unique. Moreover, the study investigates the moderating role of LS which adds value toward the body of literature on organizational leadership capability.

Employee recognition systems are ubiquitous in organizations (WorldatWork, 2019) and have positive effects on work outcomes (e.g. Stajkovic and Luthans, 2001). However, psychologically meaningful recognition relies on the recognition giver being motivated to observe and recognize coworkers. Crises such as the COVID-19 pandemic may impact recognition giving in varying ways, yet little research considers this possibility.

This longitudinal field study examined the impact of the COVID-19 crisis on recognition and acknowledgment giving among frontline and nonfrontline healthcare workers at daily and aggregated levels. We tested the relationships between publicly available daily indicators of COVID-19 and objectively measured daily recognition and acknowledgment giving within a web-based platform.

We found that the amount of daily recognition giving was no different during the crisis compared to the year before, but fewer employees gave recognition, and significantly more recognition was given on days when COVID-19 indicators were relatively high. In contrast, the amount of acknowledgment giving was significantly lower in frontline staff and significantly higher in nonfrontline staff during the pandemic than before, but on a daily-level, acknowledgment was unrelated to COVID-19 indicators.

Our results suggest that organizational crises may at once inhibit and stimulate employee recognition and acknowledgment.

Our research is the first to empirically demonstrate that situational factors associated with a crisis can impact recognition giving behavior, and they do so in ways consistent with ostensibly contradictory theories.

This research seeks to understand, for the first time, what motivates knowledge-intensive organizations (KIOs) to initiate knowledge management (KM) activities in times of routine and emergency. The COVID-19 pandemic was placed at the center as a case study of an extreme crisis.

Based on the adoption of the qualitative-constructivist paradigm, the study was conducted among 52 KM professionals through in-depth interviews and focus groups. The data were analyzed using a thematic analysis method, according to the principles of the grounded theory approach.

The findings reveal that opportunities and risks are two types of catalysts which accelerate KM efforts in times of routine and emergency respectively. Due to KM’s support of the transition to flexible employment during COVID-19, the authors show that this field experienced real growth and prosperity in the “new normal.” KM initiatives were promoted during the COVID-19 crisis in light of gaps in retention, sharing, accessibility and development of knowledge.

Given that knowledge risks are a field with fragmented understanding, the results contribute to understanding the importance of risk management related to knowledge in times of crises and turmoil. The authors call for incorporating this niche into the overall risk management of the organization, while adopting a holistic and long-term perspective of KM. Furthermore, the authors uncover KM’s position in KIOs during the global pandemic. The paper proposes food for thought regarding informal knowledge sharing in virtual environments typical of the “Corona routine”.

The purpose of this paper spans twofold. Firstly, to investigate Human Resource Management practices (HRMP) adopted by organisations during the pandemic. Secondly, to bundle similar HRMP into Human Resource Management (HRM) bundles that provided unhindered organisational support to employees during the crisis.

The authors conducted 39 in-depth interviews across industries using a semi-structured interview schedule. Thereafter, the authors transcribed the interviews verbatim and analysed them thematically using MAXQDA 2021.

The study identifies effective practices during times of uncertainty and how soft HRM practices helped organisations survive during a crisis. When bundled together, these practices enabled organisations to continue operations during the pandemic, keeping their employees engaged and motivated.

Based on the learnings from the COVID-19 pandemic, the study provides a toolkit of HRMP bundles that organisations can adopt for future crisis management, enhancing the organisations’ absorptive capacity.

The study investigates the practices incorporated during COVID-19, leading to the identification of soft HRM bundles. The study adds value to the existing domain of HRM by including a unique set of soft HRMP bundles that have not been discussed in earlier studies and could be of high utility to organisations during the crisis.

The COVID-19 pandemic has significantly affected service small- and medium-sized enterprises (SMEs), increasing the importance of understanding how these businesses can become more resilient and how service innovation can be an effective strategy to increase their adaptive capacity and survival. This study aims to examine the role of dynamic capabilities in service innovation as a factor explaining the resilience of SMEs in Puerto Rico and the Dominican Republic during the COVID-19 crisis and its impact on service innovation. Additionally, the authors assess whether service innovation has a significant impact on value cocreation in these businesses.

This study used a quantitative method by surveying 118 SME owners in Puerto Rico and the Dominican Republic. The data were analyzed using partial least-squares structural equation modeling.

The results reflect important theoretical contributions by analyzing resilience from an innovation perspective instead of a retrospective approach, which is an area that has not been analyzed in the literature. Additionally, theoretical contributions to marketing services in SMEs are discussed, which is an underresearched topic. The results advance by discussing the role of service innovation through the reconfiguration of resources and how this can be an effective strategy to increase value cocreation with customers during crises.

This study is original in that it analyzes resilience from the perspective of innovation, and not from a retrospective approach. It offers a vision in response to the need for studies that provide a clearer conceptualization of resilience in small businesses. This highlights the importance of considering regional differences and service innovation as effective strategies to enhance resilience and value cocreation with customers.

Communication with employees during times of crisis has become a crucial aspect of crisis management for building organizational resilience knowledge. Thus, explaining how internal crisis management promotes positive employee behaviour has become imperative. This study aims to investigate the relationship between internal crisis communication, job engagement, Organizational Citizenship Behaviour towards the Environment, Communicative behaviour for sensemaking and sensegiving and organizational resilience.

An online survey was conducted with 483 full-time employees in Pakistan. The structural equation modelling technique was employed to assess the study's hypotheses.

The findings of this study demonstrate that internal crisis communication can boost employee job engagement, organizational citizenship behaviour towards environment, sensemaking and sensegiving, which will also have a downstream effect on organizational resilience.

The findings of this study indicated that effective internal communication can aid managers in making well-informed decisions, coordinating response efforts and disseminating vital information to relevant stakeholders. As a result, this study contributes to the literature on internal crisis management by incorporating employee behavioural intention towards the environment. It provides managers and practitioners with knowledge on managing employees during a crisis.

Surprisingly, the conservation of resource theory (COR) does not explain communicative conduct (sensegiving) and environmental (e.g. organizational citizenship behaviour towards environment) components. This research combines the tenets of COR theory that have yet to be researched with the employees' environmental responses element. The mechanisms of cognition and communication were also ignored in earlier studies. This study sheds light on the process through which higher levels of job engagement, organizational citizenship behaviour towards environment and the capacity for comprehension (e.g. sensemaking) and meaning-transmission (e.g. sensegiving) ultimately help organizations navigate the crisis successfully.

Fake news stories have become a central element of crises that corporate public relations practitioners have confronted. Whether such stories are rumors, outright lies or deliberate attempts to discredit corporations, they have the same impact and require specific strategies for public relations practitioners to effectively respond. The purpose of this study is to uncover strategies to manage crises that arise from fake news and if and how these strategies differ for other corporate crises.

In this multi-method study of 21 in-depth interviews and a 8-person focus group with senior-level corporate public relations practitioners, authors explored decision-making strategies for responding to fake news crises. Transcripts of interviews and the focus group were thematically analyzed.

Results reveal insights regarding how public relations practitioners determine if and when to respond to fake news crises in corporations; what response strategies public relations practitioners have the autonomy to employ for fake news crises in corporations, and how public relations practitioners control media narratives during fake news crises in corporations.

The findings guide public relations practitioners to craft an autonomous decision-making process and effective online listening strategies—establishing a watchful waiting approach—and determine if the fake news issue is a passing moment or movement swirling into a crisis.

Few studies have examined the perspectives of crisis communication experts about minimizing and managing fake news crises. The study identifies opportunities for future research focused on crises originating from fake news and disinformation.