The implications of COVID-19 for nonmarket strategy research

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dc.contributor.author Lawton, Thomas C.
dc.contributor.author Dorobantu, Sinziana
dc.contributor.author Rajwani, Tazeeb S.
dc.contributor.author Sun, Pei
dc.date.accessioned 2020-11-20T11:25:17Z
dc.date.available 2020-11-20T11:25:17Z
dc.date.issued 2020-09-15
dc.identifier.citation Lawton, T. C., Dorobantu, S., Rajwani, T. S. and Sun, P. (2020) 'The implications of COVID-19 for nonmarket strategy research', Journal of Management Studies. doi: 10.1111/joms.12627 en
dc.identifier.issn 0022-2380
dc.identifier.uri http://hdl.handle.net/10468/10779
dc.identifier.doi 10.1111/joms.12627 en
dc.description.abstract The COVID‐19 virus ignited social and economic turmoil around the world. Not since the Spanish Flu of 1918 had we seen a pandemic of such scale and severity. The resultant global transformation of industries, supply chains, work, communication, and institutional frameworks suggests we are entering a period of non‐ergodic change, in which the future cannot be extrapolated from the past (North, 1999). This means that we do not know the probability distribution or the outcomes from the virus. So, we must find a way to coexist and build our resilience. Moreover, although pandemics cause short‐term fear and disruption, they can also initiate long‐term change for economies and societies. Thus, we suggest that although COVID‐19 challenges the foundations of modern business and management, it reinforces the core assumptions of nonmarket strategy research. In particular – and especially during times of crisis and uncertainty – competitive advantage is predicated on proactive political and social awareness and engagement, aligned with strategic business objectives. en
dc.format.mimetype application/pdf en
dc.language.iso en en
dc.publisher John Wiley & Sons, Inc. en
dc.rights © 2020, the Authors. Journal of Management Studies published by Society for the Advancement of Management Studies and John Wiley & Sons Ltd This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited. en
dc.rights.uri https://creativecommons.org/licenses/by/4.0/ en
dc.subject Corporate political activity en
dc.subject Corporate social responsibility en
dc.subject Nonmarket strategy en
dc.subject COVID-19 en
dc.title The implications of COVID-19 for nonmarket strategy research en
dc.type Article (peer-reviewed) en
dc.internal.authorcontactother Thomas Lawton, Cork University Business School, University College Cork, Cork, Ireland. +353-21-490-3000 Email: thomas.lawton@ucc.ie en
dc.internal.availability Full text available en
dc.date.updated 2020-11-20T10:45:21Z
dc.description.version Published Version en
dc.internal.rssid 540331793
dc.internal.wokid WOS:000575910300001
dc.description.status Peer reviewed en
dc.identifier.journaltitle Journal of Management Studies en
dc.internal.copyrightchecked Yes
dc.internal.licenseacceptance Yes en
dc.internal.IRISemailaddress thomas.lawton@ucc.ie en
dc.internal.bibliocheck In press. Check vol / issue / page range. Amend citation and copyright statement as necessary. en
dc.identifier.eissn 1467-6486


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© 2020, the Authors. Journal of Management Studies published by Society for the Advancement of Management Studies and John Wiley & Sons Ltd  This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited. Except where otherwise noted, this item's license is described as © 2020, the Authors. Journal of Management Studies published by Society for the Advancement of Management Studies and John Wiley & Sons Ltd This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited.
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