Q2. What are the future works mentioned in the paper "Navigating the new normal: which firms have adapted better to the covid-19 disruption?" ?
An interesting future line of research in this area could be examining the pros and cons of reliance on external links ( to knowledge, markets, resources ) in the post-pandemic world. These results have policy implications, as start-ups are often seen as the future of an economy, tapping into new areas that present opportunities for economic growth and development ( Gries and Naudé, 2009 ; Frederiksen and Brem, 2017 ). Future research in this area that examined whether gender biases are generic or depend on the level and experience of the individual ( worker, administrative, managerial, top management, etc. ) would be very interesting. Their findings suggest that innovation helps many more start-ups to adapt than established firms.
Q3. What are the benefits of a firm’s adaptation to COVID-19?
Lower rigidity and leaner hierarchies also result in outward-looking, innovation-focused approaches to their business, putting start-ups in a better position to engage in discovery and experimentation in response to COVID-19.
Q4. What does the research suggest about the gender gap in management?
Prior research into gender of managers and firms’ performance suggests that women are less likely to become managers (Jennings and Brush, 2013) than men and, when they do, their firms face more resource constraints (Boden and Nucci, 2000) which often results in underperformance (Jennings and McDougald, 2007).
Q5. What are the main reasons for the use of managerial skills and attention in innovative firms?
good managerial skills and attention – which are commonly found in highly innovative firms – are particularly useful for dealing with rapid technological changes and shifts in taste or consumer preference (Khanagha, Volberda, and Oshri, 2017), such as those that have taken place since COVID-19.
Q6. How many countries do the authors use to test their hypotheses?
To test their hypotheses the authors employ a novel dataset of more than 14,000 firms across 41 countries, including both developed and developing nations.
Q7. What is the reason for the diminishing importance of external knowledge sources for a firm’s?
A second important reason for the diminishing importance of external knowledge sources for a firm’s adaptation is the strategic importance of knowledge as a competitive advantage during a crisis, which makes knowledge ‘creators’ less inclined to share it with other firms in their value chains (Caloghirou et al., 2021)
Q8. What are the benefits of standardized surveys?
These standardized surveys benefit from a large international representation and from a representative, stratified sample of firms for each of the economies included.
Q9. What is the main reason for the decline of the importance of external sources of knowledge?
Greater reliance on external sources of knowledge will leave firms more exposed to thecrisis, and less likely to successfully adapt to it.
Q10. What is the contribution of the authors to the literature on COVID-19?
to the innovationmanagement literature by providing robust, large-scale evidence that innovating firms are more likely to cope successfully with COVID-19 challenges than non-innovators.
Q11. What is the drawback of reliance on external sources of knowledge during a crisis?
One obvious drawback of heavy reliance on external sources of know-how during a crisis such as COVID-19 is the breakdown of ties between firms and nations across the globe.
Q12. What is the effect of foreign ownership on the firm’s ability to adapt to COVID?
In turn, their DV (i.e., firm’s ability to adapt to COVID-19) comes from the follow-up COVID Survey carried out in May 2020, so reverse causality is highly implausible.