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Business Strategy and Decision-Making under COVID-19: Lessons Learned

A special issue of Sustainability (ISSN 2071-1050). This special issue belongs to the section "Economic and Business Aspects of Sustainability".

Deadline for manuscript submissions: closed (1 October 2021) | Viewed by 11359

Special Issue Editors


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Guest Editor
School of Business Administration, Faculty of Business Administration, Southwestern University of Finance and Economics, Chengdu 611130, China
Interests: big data; healthcare decision making; healthcare finance; healthcare information systems; healthcare management
Special Issues, Collections and Topics in MDPI journals

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Guest Editor
Andalusian Research Institute in Data Science and Computational Intelligence, Department of Computer Science and AI, University of Granada, 18071 Granada, Spain
Interests: intelligent decision making; artificial intelligence; computational intelligence
Special Issues, Collections and Topics in MDPI journals

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Guest Editor
College of Information Science and Technology, University of Nebraska at Omaha, Omaha, NE 68182, USA
Interests: data mining; data science; big data analytics

Special Issue Information

Dear Colleagues,

While cases of COVID-19 soar and economic activity grinds to a halt, governments are right to throw all the resources they can at efforts to limit the pandemic’s human and economic costs. Most forecasters now expect global GDP to shrink this year, and some predict a contraction of fully 4%—twice the decline seen after the global financial crisis of 2007–09. Demand has collapsed for the commodities on which many emerging markets depend, from crude oil to fresh flowers, not to mention government debt, capital outflow, and firms' bankruptcy. The worst is yet to come.

What are the immediate causes and potential consequences of the crisis in the longer-term? What is the role that sustainable strategy can play for business to deal with the crisis? Sustainability welcomes you to submit papers to discuss in-depth analyses of particular facets and features and constructive reform proposals.

Topics of interest include (but are not limited to) the following:

  • Understanding and analyzing the factors affecting sustainable business strategy with the pandemic;
  • Modelling and evaluating the importance of sustainable development under the economic impacts of COVID-19;
  • Adopting and exploring multiple-criteria decision-making methods and tools to examine different types of sustainable enterprise after the long-term halt of society;
  • Leveraging hybrid approaches to identify the lessons learned for business sustainability in future crises.

Prof. Dr. Gang Kou
Prof. Dr. Enrique Herrera-Viedma
Prof. Dr. Yong Shi
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Sustainability is an international peer-reviewed open access semimonthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 2400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • COVID-19
  • sustainable business strategy
  • decision-making
  • hybrid approaches

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Published Papers (2 papers)

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Research

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22 pages, 303 KiB  
Article
Heterogeneous Shareholders’ Participation, COVID-19 Impact, and Innovation Decisions of State-Owned Firms: Evidence from China
by Rui Wang, Sheng Ma, Xinxin Xu and Pan Song
Sustainability 2021, 13(8), 4406; https://doi.org/10.3390/su13084406 - 15 Apr 2021
Cited by 18 | Viewed by 3163
Abstract
Innovation ability has become an important factor affecting the global competitiveness and sustainable development of state-owned enterprises (SOEs) in China, particularly during the COVID-19 period. This study examined the association between heterogeneous shareholders and SOE innovation, in addition to the moderating impact of [...] Read more.
Innovation ability has become an important factor affecting the global competitiveness and sustainable development of state-owned enterprises (SOEs) in China, particularly during the COVID-19 period. This study examined the association between heterogeneous shareholders and SOE innovation, in addition to the moderating impact of corporate governance characteristics and the COVID-19 pandemic on this association. Using data from Chinese A-share listed mixed ownership enterprises (MOEs), we found that the mixed ownership reform of SOEs positively affected firm innovation compared to other MOEs by reducing agency costs, indicating that the manager view channel was proven. We also found that heterogeneous shareholders resulted in more innovation output in state-owned holding mixed ownership enterprises (SHMOEs) with affiliated managers, in those audited by lower reputation accounting firms or that had a lower external marketization, or during the COVID-19 period. The implications of this study are of importance for improving heterogeneous shareholders’ active participation in the mixed ownership reform of SOEs. Full article
(This article belongs to the Special Issue Business Strategy and Decision-Making under COVID-19: Lessons Learned)

Other

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27 pages, 1169 KiB  
Case Report
Prediction of Knowledge Management for Success of Franchise Hospitality in a Post-Pandemic Economy
by Hsiu-Chin Hsieh, Xuan-Huynh Nguyen, Tien-Chin Wang and Jen-Yao Lee
Sustainability 2020, 12(20), 8755; https://doi.org/10.3390/su12208755 - 21 Oct 2020
Cited by 19 | Viewed by 7069
Abstract
Due to its unpredictability, the novel coronavirus (COVID-19) pandemic has changed the global business climate and commercial management practices in unprecedented ways. As a direct result of the pandemic, the hospitality and tourism sectors have shut down, and business failure rates have occurred [...] Read more.
Due to its unpredictability, the novel coronavirus (COVID-19) pandemic has changed the global business climate and commercial management practices in unprecedented ways. As a direct result of the pandemic, the hospitality and tourism sectors have shut down, and business failure rates have occurred exponentially. The franchise hospitality industry has experienced significant impact and challenged a basic understanding of knowledge management (KM) implementation in the face of the COVID-19 outbreak. A strategic KM implementation practice can not only guide a large-scale operation, but also adjust an organization’s performance and competitiveness. The purpose of this study is to examine the influential criteria of success through effective KM implementation and to predict the probability of successful KM in a post-pandemic era. The conceptual framework for KM applies an analytic hierarchical prediction model reliant upon consistent fuzzy preference relations to assist the franchise hospitality sector’s consciousness of the influential criteria. An empirical case study is used to apply pairwise comparisons used to determine the priority weights and two possible outcomes. The case study will assist franchise organizations to analyze whether or not to implement KM, interdict application, or adopt revised actions. This assistance will enhance the success possibility of KM implementation within such a crisis environment. This study uses a case setting by assessing 15 franchises hospitality experts’ opinions in Taiwan relevant to KM implementation. Full article
(This article belongs to the Special Issue Business Strategy and Decision-Making under COVID-19: Lessons Learned)
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