COVID-19 as an advantage or a disaster? Crisis and change management strategies of Hong Kong social entrepreneurs during the pandemic

Kód výsledku v IS VaVaI

<a href="https://www.isvavai.cz/riv?ss=detail&h=RIV%2F61989592%3A15210%2F25%3A73626036" target="_blank" >RIV/61989592:15210/25:73626036 - isvavai.cz</a>

Výsledek na webu

<a href="https://doi.org/10.1108/JOCM-02-2024-0101" target="_blank" >https://doi.org/10.1108/JOCM-02-2024-0101</a>

DOI - Digital Object Identifier

<a href="http://dx.doi.org/10.1108/JOCM-02-2024-0101" target="_blank" >10.1108/JOCM-02-2024-0101</a>

Jazyk výsledku

angličtina

Název v původním jazyce

COVID-19 as an advantage or a disaster? Crisis and change management strategies of Hong Kong social entrepreneurs during the pandemic

Popis výsledku v původním jazyce

Purpose: A qualitative approach based on grounded theory was utilized, with data collected through 26 semi-structured interviews with social entrepreneurs. Alas’s Triangular Model provided the framework for data analysis and interpretation.Design/methodology/approach: This study explores how Hong Kong social enterprises approached crisis and change management during the COVID-19 pandemic, examining their resilience-building strategies.Findings: The pandemic triggered an existential crisis for many social enterprises, causing severe revenue losses. However, strong leadership and cultures based on social mission enabled resilience. Enterprises demonstrated agility by rapidly transitioning operations online and establishing partnerships. Technology adaptation and social innovation were pivotal to sustaining impact.Research limitations/implications: As the sample comprises enterprises that survived the pandemic, insights into failed enterprises are lacking. Comparative analysis could illuminate differences in crisis response between successful and unsuccessful cases.Practical implications: The study’s practical implications suggest that social enterprises should focus on developing flexible crisis management plans, cultivating purposeful leadership, embracing digital transformation, strengthening collaborative networks and prioritizing organizational learning to effectively navigate crises while staying true to their social missions.Social implications: Findings demonstrate how shared values and cultures grounded in purpose can anchor organizations amidst upheaval, fostering resilience. This underscores the role of social enterprises in modeling responsiveness to societal needs.Originality/value: While research has examined social enterprises’ vulnerability in crises, investigation into their crisis management practices is limited. This study enriches understanding of how social enterprises effectively navigate turbulence.

Název v anglickém jazyce

COVID-19 as an advantage or a disaster? Crisis and change management strategies of Hong Kong social entrepreneurs during the pandemic

Popis výsledku anglicky

Purpose: A qualitative approach based on grounded theory was utilized, with data collected through 26 semi-structured interviews with social entrepreneurs. Alas’s Triangular Model provided the framework for data analysis and interpretation.Design/methodology/approach: This study explores how Hong Kong social enterprises approached crisis and change management during the COVID-19 pandemic, examining their resilience-building strategies.Findings: The pandemic triggered an existential crisis for many social enterprises, causing severe revenue losses. However, strong leadership and cultures based on social mission enabled resilience. Enterprises demonstrated agility by rapidly transitioning operations online and establishing partnerships. Technology adaptation and social innovation were pivotal to sustaining impact.Research limitations/implications: As the sample comprises enterprises that survived the pandemic, insights into failed enterprises are lacking. Comparative analysis could illuminate differences in crisis response between successful and unsuccessful cases.Practical implications: The study’s practical implications suggest that social enterprises should focus on developing flexible crisis management plans, cultivating purposeful leadership, embracing digital transformation, strengthening collaborative networks and prioritizing organizational learning to effectively navigate crises while staying true to their social missions.Social implications: Findings demonstrate how shared values and cultures grounded in purpose can anchor organizations amidst upheaval, fostering resilience. This underscores the role of social enterprises in modeling responsiveness to societal needs.Originality/value: While research has examined social enterprises’ vulnerability in crises, investigation into their crisis management practices is limited. This study enriches understanding of how social enterprises effectively navigate turbulence.

Druh

J_imp - Článek v periodiku v databázi Web of Science

CEP obor

—

OECD FORD obor

50204 - Business and management

Projekt

—

Návaznosti

S - Specificky vyzkum na vysokych skolach

Rok uplatnění

2025

Kód důvěrnosti údajů

S - Úplné a pravdivé údaje o projektu nepodléhají ochraně podle zvláštních právních předpisů

Název periodika

JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT

ISSN

0953-4814

e-ISSN

1758-7816

Svazek periodika

38

Číslo periodika v rámci svazku

1

Stát vydavatele periodika

GB - Spojené království Velké Británie a Severního Irska

Počet stran výsledku

34

Strana od-do

25-58

Kód UT WoS článku

001314973700001

EID výsledku v databázi Scopus

2-s2.0-85204378537