Table 2.
Database: Selected Articles.
| Adhikary | Adhikary | Adhikary | Adhikary |
|---|---|---|---|
| Bacq et al. (2020) | Provide evidence from participants and mentors showcasing the value of the time-compressed virtual idea blitz in accelerating social entrepreneurial action. | COVID-19 Entrepreneurial hustle Grand challenges Social entrepreneurship Virtual idea blitz |
The results of the event suggest the concept is transferable to a number of different contexts. Universities can play a valuable role in linking professionals, students, and researchers in shared endeavours that can achieve substantial societal benefits. |
| Carnevale and Hatak (2020) | Discuss the implications of COVID-19 for human resource management. | Human resource management Employee adjustment Well-being Crisis COVID-19 |
There is little reason to believe its impact on organizational life will be short-lived. Some implications of COVID-19 for employee adjustment and well-being are highlighted. |
| Donthu and Gustafsson (2020)1 | Introduce special issue about the effects of COVID-19 on business and research | – | People have become more conservative and protective after the pandemic outbreak. Countries are stockpiling things like food, equipment and medicine, or are preparing to produce them locally. |
| Eggers (2020) | Conduct a literature study on 69 manuscripts that studied SMEs in previous crises and propose ways to overcome economic downturns in the areas of finance, strategy and the institutional environment | Small firms SMEs Crisis Strategy COVID-19 |
Small firms face a liability of smallness, while crises create additional resource availability and liquidity problems. An SME’s potential for more flexible decision-making and closeness to its customer base is beneficial in this regard. |
| He and Harris (2020) | Examine how the COVID-19 pandemic can influence the development of CSR, consumer ethics and marketing philosophy. | COVID-19 Corporate social responsibility Marketing Consumer ethical decision making Marketing philosophy Business ethics |
Whatever the changes, i seems highly likely that the ways marketing has operated in the past will need to change and will do to meet the new reality. |
| Kirk and Rifkin (2020) | Document some of the many unusual consumer behaviour patterns that came to dominate the early days of the COVID-19 pandemic | Coronavirus COVID-19 Pandemic Hoarding Social distancing Do-it-yourself Digital technology Consumer behaviour |
Three phases of consumer behaviour is addressed: reacting, coping and longer-term adapting. |
| Krishnamurthy (2020) | Provide a framework to understand business schools’ worldwide transformation by recognizing the changes in the university, the business world and the student. | COVID-19 Business school Digital transformation AI-led innovation |
The university system has been forced into an unprecedented reshape. Business schools will rise to the occasion and will adopt a leadership role within the university |
| Leung et al. (2020) | Research the impact of gender equity on public health outcomes using the ongoing COVID-19 pandemic as its research setting | COVID-19 Gender equity Human development Human environment Public health expenditure Public health outcomes |
The importance of women’s role in managing public health outcomes, with strong positive effects of gender equity and the proportion of women in legislature on public health expenditure, which in turn has a significant impact on the number of diagnosed and critical cases. |
| Pantano et al. (2020) | Summarize the challenges that retailers are facing during the COVID-19 emergency, from the perspective of both consumers and managers. | Retailing Consumer behaviour COVID-19 Emergency Retail strategy Pandemic |
Retailers should focus on the following main areas: rethinking agile retailing, a new role for retailers in society, putting consumers at the core, digital communication |
| Mullins (2020) | Analyse four tools to help any business owner: (1) Sources and uses of cash analysis, (2) Line-by-line margin analysis of the income statement, (3) Cash-days analysis of the balance sheet, (4) Hidden-cash analysis. | Cash-flow tools Managing cash Recession Cash-days analysis |
Recessions can be an opportune time to pick up new customers as well as new employees. If cash flow is well managed and pockets are full, businesses will be well positioned to do these things and to weather the current economic storm. |
| Sharma et al. (2020a) | Conduct an extensive review of the international business literature to understand the types of uncertainty in businesses and develop strategies to deal with it. | COVID-19 Globalization International business Risk Trade Uncertainty |
This crisis has shown the importance of informational uncertainty and the growing role and influence of direct communication and social media, with inconsistent news and communication from different sources causing confusion and panic |
| Sharma et al. (2020b) | Offer strategic insights in terms of major issues firms are facing and strategic options firms are contemplating, using text analytics tools. | COVID-19 Supply chain Strategic insights |
Firms are facing challenges in terms of demand–supply mismatch, technology, and development of a resilient supply chain. |
| Sheth (2020) | Examine the impact of the COVID-19 pandemic on consumer behaviour. | COVID Pandemic Consumer habits New regulations for shopping Customer experience |
Digital technology which facilitates work, study and consumption will modify existing habits. |
| Sigala (2020) | Critically review past and emerging literature to help professionals and researchers alike to better understand, manage and valuate both the tourism impacts and transformational affordance of COVID-19. | Tourism COVID-19 Impacts Recovery Resilience Crisis |
COVID-19 it can be seen as a transformational opportunity for reforming mindsets in designing and conducting research and for tourism institutions to reset their standards and metrics for motivating and evaluating the purpose, role and impact of tourism research. |
| Wang et al. (2020) | Develop a typology of the marketing innovation strategies of firms under crisis management in two dimensions: motivation for innovations and the level of collaborative innovations | COVID-19 crisis Firms in China Typology Marketing innovation strategies Dynamic capabilities Resource dependence |
When a firm is exposed to a greater degree of external impacts, it is reasonable to choose the responsive strategy that requires the firm to have stronger reconfiguration capabilities and independently optimize existing business |
| Woodside (2020) | Apply the “ultimate broadening of the concept of marketing” for designing and implementing interventions in public laws and policy, national and local regulations, and everyday lives of individuals |
COVID-19 Intervention Experiment Marketing Ultimate broadening |
Coordinated, major, national government actions are necessary to mitigate and eliminate pandemics, civil rights violations, guns, corruption, extreme income inequality, misogyny, and national disasters. |
1As this is an introductory article, it does not have any keywords.