Abstract
The purpose of this chapter is to present a model of strategies that, on the one hand, are to prevent the spread of the crisis and, on the other hand, limit its negative effects and prepare the organization for a further escalation of the pandemic as a result of the emergence of new variants of the SARS virus. These activities can help the organization stabilize its functioning, stop the spread of the crisis and limit its negative effects, and prepare the company for a further escalation of the pandemic (long COVID-19). On the basis of literature studies and research reports and actions taken by organizations in the conditions of the crisis caused by COVID-19 were distinguished. These activities were analyzed, which allowed the presentation of a strategy model (resilience strategy, long-term strategy, HR strategy) that can be used within the organization to deal with a pandemic crisis.
TopThe Crisis Caused By The Covid-19 Pandemic
The term “crisis” is an ambiguous concept and acquires a closer meaning only when the sphere to which it refers (political, social, economic, ecological, psychological, military, etc.) is defined, and its detailed content depends on what level and for what purposes it is formulated. Crisis as a phenomenon can be considered on different levels and in different aspects. In the Greek language from which it comes, the word κρίσις (krisis) has many meanings, i.e.: judgment, sentence, separation, distinction, choice, examination, disputation, result, end, conclusive moment, turning point, sudden change, period of breakthrough (A Greek-English Lexicon (1948, p. 996). Initially, the term was used in medicine in the sense of a sudden breakthrough, sudden overstimulation of the disease, manifested by a rapid decrease in fever and the disappearance of disease symptoms (Dictionary of foreign words, 1971, p. 404). The word “crisis” is specifically understood by the Chinese and Japanese, who write this word using two characters, the first of which means “danger,” “imminent, inevitable ruin,” while the second means “opportunity, possibility,” something like a perspective opening up in the face of the future. This interpretation of the term “crisis” combines something that is at the same time danger and an opportunity, a threat, and a new possibility for the future (Jacyniak and Płużek, 2006, p. 12).
Key Terms in this Chapter
Organizational Resilience: It is the organization's ability to adapt to hyper-turbulent changes in its environment.
Crisis: The term comes from the Greek (???s??) “crisis” and means, in a general sense, a choice, a decision, a struggle, a struggle in which it is necessary to act under time pressure.
Proactive Actions: This is the choice of actions by the organization to prevent the negative effects of the COVID-19 pandemic.
Reactive Actions: This is the choice of actions by the organization to minimize the negative effects of the COVID-19 pandemic.
New Normal: The state of the organization's functioning in conditions of permanent crisis threat caused by the COVID-19 pandemic.
Resilience Strategy: Is the ability to absorb changes that ensure the existence and survival of the organization.
Dynamic Capabilities: Reflects an organization's ability to develop new and innovative employee competency configurations.
Strategy: Is a coherent concept of action based on a few keys and complementary choices that allow the company to seize opportunities, build a competitive advantage, and achieve good results.
Long-Duration Strategy: Is a combination of the activities of the organization that will create a positive synergistic effect and thus enables it to remain on the market in the conditions of the permanent COVID-19 pandemic.