How Have Governments and the Entrepreneurial Sector Reacted to the First COVID-19 Lockdown?

2022 ◽  
pp. 18-38
Author(s):  
Alicia Coduras ◽  
Jose Manuel Saiz-Alvarez ◽  
Muhammad Azam Roomi

At the end of 2019, the pandemic caused by COVID-19 and its different mutations is forcing the world to face a significant economic crisis that will change the business world. To cope with this socio-economic problem, a digitation process has been accelerated in the labor market, and a more vital public-private collaboration has been put into action to solve this situation. Despite these efforts, the world is facing a broader North-South gap, and a new business world has been created for the new generations to come. This chapter aims to analyze how the first lockdown caused by COVID-19 has influenced this changing process. The authors conclude that this lockdown has accelerated both the digitation process and the work-life balance. Also, more efforts are needed to fight the psychiatric problems associated with the lockdown.

Author(s):  
Ivan Malibašić

The COVID-19 pandemic turned the world upside down overnight. Everyday change is the new normality. This presentation aims to consider changes in managing organizations as consequences of the COVID-19 pandemic. The critical question for modern managers is whether the current COVID-19 pandemic is a business nightmare or a unique opportunity for success? We should also consider some other specific questions: (1) What can we do to reorganize our office? (2) Should we, and if yes – in what way, change communication with our team members? (3) How to achieve work-life balance now, given that we have not managed to do that before? (4) Is there still a chance for those who have not digitally transformed so far? (5) How does the new normality changing organizational culture? (6) How to manage organizational values to support the new business normality while being authentic simultaneously? (7) Are the troubles caused by the pandemic an opportunity to become more aware of why we are doing what we do and then focus on it and thus have more purpose-driven organizations in our environment? Answering these and some other questions, we will take a peek into the future of management.


2012 ◽  
Vol 4 (3) ◽  
pp. 20-34
Author(s):  
Zora Arsovski ◽  
Slavko Arsovski ◽  
Aleksandar Aleksic ◽  
Miladin Stefanovic ◽  
Danijela Tadic

Virtual organizations (VO) represent a future paradigm of business. Having in mind different types of perturbations in business today, from the economic crisis to the earthquakes in Japan and terrorists’ actions, new business solutions have emerged in order to sustain development all over the world. As a new field in scientific research, organizational resilience needs to be investigated in the context of VO’s. This paper has the intention to suggest a qualitative way to assess one dimension of organizational resilience in VO’s related to keystone vulnerabilities and to establish directions for future work, emphasizing the importance of quantifying overall organizational resilience.


2019 ◽  
Vol 73 (8) ◽  
pp. 1106-1128
Author(s):  
Yvonne Lott

How do national-level work–life balance policies shape the role of flextime in maternal labor market re-entry after childbirth? It is well known that such policies influence the adoption, provision, and support of flexible work arrangements by organizations, but whether they shape the relevance of these arrangements for workers has been neglected in past research. This article analyzes whether mothers’ and partners’ flextime facilitates maternal labor market re-entry after childbirth in Germany, where family policy reforms have been implemented in the last two decades. Event history analysis based on German Socio-Economic Panel (SOEP) data from the years 2003–2013 revealed that mothers were more likely to re-enter the labor market if they had used flextime before childbirth. However, this effect existed only before the implementation of family policy reforms, namely the introduction of parental leave in 2007 and the expansion of public childcare. Moreover, the use of flextime before childbirth did not encourage mothers to maintain previous work hours (the legal right to work part time has existed in Germany since 2001). Partners’ use of flextime before childbirth was found to be less relevant for mothers’ return to work after childbirth. The analysis indicates that generous national-level work–life balance policies can diminish the effectiveness of organizational work–life balance policies for mothers’ employment behavior.


2020 ◽  
Vol 1 (1) ◽  
pp. 25-32
Author(s):  
Jenny Ratna Suminar ◽  
Ditha Prasanti ◽  
Moch. Armien Syifaa Sutarjo

The millennial generation is in the range of 23 to 38 years, which is now a productive and attractive workforce group. It is interesting to be studied where one of their characteristics is prioritizing Work-Life-Balance. It is a term where the generation prioritizes a balance between the world of work and personal life compared to previous generations. They tend to choose jobs that are more flexible in terms of conditions and working hours. So they can have more free time with friends, family, or to develop a hobby as it is stated in the results of research conducted by Ng Schweitzer and Lyons (2010). It is reinforced by the statement that the characteristics that describe the next millennial generation are that they would rather spend money to get certain experiences rather than save to add assets. Of course, millennials generally prefer to travel around Indonesia and the world rather than save for investment. This research aims to: 1) Determine millennial's motivation for traveling; 2). Know how traveling is favored by millennials. The research uses a qualitative method with a phenomenological tradition where the data are collected by conducting in-depth interviews. The results of this study provide information about the demographic and psychographic data of millennials, which can be necessary for traveling and tourism businesses to understand who is the target in a pleasant and profitable business.


2021 ◽  
Author(s):  
Nicole Gustave ◽  
Abdullah Alarfaj

Abstract The world is currently experiencing a rude awakening because of the COVID-19 pandemic and in a matter of months businesses averse to trust the benefits of remote working have been compelled to adapt. This advantage has enabled many Human Resource (HR) Professionals to revisit the dreaded topic of flexible working, as the new normal has shown that it is not where you work but the work you produce that matters. Ironically, the age-old question of work-life balance surfaces as individuals search for the purpose of life as the pandemic brings everyone to their knees and philosophically people question what exactly is this balance. For HR Professionals this question is not personal but a matter of their profession in providing companies with a wider lens to understand that in order to remain competitive they need to adapt to change. One of the ways is to develop an open mindset and flexibility to revise their policies on types of flexible working, which offers work-life balance and positively impacts their ability to retain and attract highly skilled talent. This article examines the concept of Digital Nomadism as one of the radical yet realistic ways to achieve work-life balance. Digital Nomadism puts a new spin on work arrangements and is a movement of highly mobile workers who dictate where they work, how they adapt to the demands of work to suit their lifestyle and find balance; with digital technologies. The concept has been around since 2014, the history of nomadism even longer but what is new, and why this subject adds value is the ingenuity of technology, how it makes this way of working a reality and the increasing numbers of digital nomads. The research suggests that approximately several hundred thousand of digital nomads exist throughout the world and numbers continues to rise due to globalization and the need for talent to be flexible with their lifestyles and work. Interestingly, while many companies are convinced of the technological disruptors and how it changes the face of work from a technical perspective, the flexibility of work patterns remains a hard sell in some cases. Consequently, recruiting for talent, employment contracts and the way work is organized, remains the same and lacks flexibility. This limits the opportunity to remain competitive, retain or attract top talent and drive innovation at all angles of the business. This paper will confirm whether the solution to work-life balance is the notion of digital nomadism, detailing how it works, its benefits and issues, with the intention to offer an option to forward thinking companies, reasons to adapt their flexible working policies.


Besides playing their role to produce competent graduates, university staff have the commitment to develop their career as their final objective. While determining the achievability of the objectives, university staff are exposed to various situations that could potentially cause emotional imbalance. This could lead to unhappiness among them. Henceforth, a research on psychosocial aspect and work environment ecology needs to be carried out to identify indicators that help to improve the happiness of the university staff that directly affects the performance of the organization. A total of 535 respondents were randomly selected to answer a questionnaire which was based on the Model of Happiness. The benchmark used to construct the Happiness Index among Staff at University A was based on the measurement used in the World Happiness Index. Cumulative Index showed that the staff happiness was at a moderate level with a score value of 72%. The finding serves as a platform for University A to scrutinize and improve elements needed to create work life balance among academic and administrative staff.


2011 ◽  
Vol 7 (2) ◽  
Author(s):  
Sobia Shujat ◽  

In recent times the issues of good governance have received wide attention from the policymakers, researchers and the international donor agencies. The existence of the Ombudsman promotes good governance around the world by ensuring administrative accountability and transparency. The necessity for the office of Ombudsman has been felt in Bangladesh ever since its independence. Our constitution makers incorporated provision for Ombudsman in article 77 of the constitution of 1972. In 1980, the parliament in Bangladesh passed the Ombudsman Act in pursuance of article 77 of the constitution. The office, however, has not yet been established and the provisions of the act have remained as dead letters. As a result, we have so far from the good governance in public administration. This paper provides an analytical overview of the Ombudsman institution as a mechanism of good governance in Bangladesh.


Author(s):  
Oleg Solomon ◽  

In the context of the COVID-19 pandemic crisis, accelerated global climate change and increased demands for work-life balance teleworking is becoming again a central and muchdiscussed subject in academic and non-academic circles. That is why, in this article, we are going to reanalyze the goal and role of teleworking phenomenon, its constituent elements, conditions, opportunities and vulnerabilities of this way of organizing flfl exible work for employers and employees (private and public sectors). Could telework be a solution for some difficulties which are challenging the world today?- another question for which will try to fifi nd the answer. Also, we are going to study if teleworking is used in the Republic of Moldova and how this is reflected in the national legislative frame, and how this is convergent to the specialized literature and European norms.


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