Big companies have engaged in unprecedented ways to keep up supplies of essential products during the crisis. However, most of their actions focus only on their operations in Europe and North America, and neglect a critical group of stakeholders.
As a service industry highly reliable on global mobility, the tourism industry is confronted with the essential question: how to assure the continuity of business operation in times of international travel disruptions?
The pandemic presents an opportunity for corporations around the world to reevaluate and reconnect with their key stakeholders.
Even though they are no magical passe-partout, cooperatives can be a source of inspiration for constructing a post-corona society that puts the economy at the service of humankind.
We contend that anti-slavery corporate policies and structures can be ‘symbolic’ responses to slavery without being ‘substantive’ (meaning that such responses symbolize attention to law and legal principles, but do little or nothing to effectuate legal ideas within corporate organizations).
How can the population be encouraged to use contact tracing apps?
Speed comes with risk. This leads us to propose that societal and industry leaders, together with citizens, have not sufficiently considered the alternative: Collective learning, i.e. sharing knowledge that can be leveraged and combined with that of others.
We investigate how the Australian mining industry convinced the Australian government to drop a proposed tax on the mining industry’s super-profits (that is, an additional company tax after the subtraction of a tax-free allowance).
Can a Black Swan event, such as COVID-19, lead into a possible rapid deinstitutionalization of business schools? And, if so, how can we respond to ensure long-term sustainability?
