Entrepreneurs can respond to opportunity in three ways: business-as-usual, pivoting, and new venture creation, write Ali Aslan Gümüsay and Pegram Harrison in LSE Business Review. The article can be found here.
Numerous digital platforms have emerged as a go-to response to the Covid-19 crisis – building on conventional platform characteristics, but using alternative, more inclusive organisational models.
By offering the innovations that people most need right now, more inclusive platform alternatives may now have an opportunity to step up and secure a more significant role in the platform economy of the future.
The article is co-authored with Nicolas Friederici and Philip Meier.
In this blog post Ali Aslan Gümüsay and Patrick Haack explain how to tackle grand challenges and the interlinks between the pandemic and other grand challenges, such as climate change.
Ali Aslan Gümüsay and Leonhard Dobusch, both contributors to the collaborative open course “Organizing in Times of Crisis”, have have published a brief reflection piece on organizational coping-strategies with the Corona crisis from reactive to proactive in MIT Sloan Management Review: “This is not (digital) business as usual”.
Daniel Geiger, together with two co-authors, recently published a brief article in BMJ Leader entitled “Managing enduring public health emergencies such as COVID-19: lessons from Uganda Red Cross Society’s Ebola virus disease response operation”. The abstract reads as follows:
In this piece, we translate insights from our study of routine coordination in the Ebola virus disease response operation by Uganda Red Cross Society (URCS) for managing long-lasting public health emergencies. We further show how these lessons are relevant to the severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) pandemic. Commonly, emergency response organisations, like the URCS or hospitals, are ill equipped to handle longer lasting emergencies. These emergencies require special measures that combine ad-hoc action, continuous awareness over longer time periods, and the collaboration of multiple actors such as the government, public health institutions and other non-governmental organisations (NGOs).
The article is available online as an open access full text.
Thomas Gegenhuber investigates in his lecture new and alternative forms of organizing and how they can contribute to coping with the crisis. An example he uses during his lecture is the #wevsvirus [#wirvsvirus in German] hackathon hosted by the German Federal Government. The hackathon also falls into the category of open social innovation: a bureaucratic organization, such as the German Government, making an open call to civil society in search of solutions for the crisis at hand.
Thomas wrote an article where he reflects on the hackathon’s lessons learned. Stanford Social Innovation Review published this article as part of an ongoing online series dedicated to “rethinking social change in the face of coronavirus.” If you want to learn more about research related to the #wevsvirus hackathon, also check out the website opensocialinnovation.net.
Dennis Schoeneborn, Professor of Organization, Communication, and CSR at Copenhagen Business School, and Visiting Professor of Organization Studies at Leuphana University of Lüneburg, discusses our use of metaphors when discussing the Covid-19 pandemic. He argues that the “current crisis situation is also a crisis of collective imagination and sensemaking”. Check out the full blog post at the Business of Society blog.