Re-Strategising Government Palliative Support Systems in Tackling the Challenges of COVID-19 Lockdown in Lagos State, Nigeria
01 Jun 2021-Global Journal of Flexible Systems Management (Springer India)-Vol. 22, Iss: 1, pp 19-32
TL;DR: In this paper, the palliative material distribution project in Lagos State, Nigeria, during the lockdown and restriction on movement because of COVID-19 pandemic was investigated.
Abstract: This research covered the palliative material distribution project in Lagos State, Nigeria, during the lockdown and restriction on movement because of COVID-19 pandemic. The study engaged reports from extant literature and tertiary data sources such as the newspapers, the Internet, and website source. Relevant data gathered from these sources were conceptually analysed and discussed along with extant literature. The research also adopted the use of rich pictures for further presentation of the research. A key finding from the research is the need to redesign the distribution process and consider proper structuring of the project. And further engagement with the affected stakeholders to address crucial issues such as marginalisation that can defeat the purpose, which is to emancipate the affected indigents of the State from the harrowing effects of COVID-19 lockdown and other emergencies-related critical incidences such as starvation and criminalities. The study proposed a model for a resilience approach to effectively address the current palliative distribution process challenges in Lagos State, the epicentre of COVID-19 in Nigeria.
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TL;DR: In this paper, a new interpretative framework for the analysis of risk management strategies in organizations is proposed, based on economic hermeneutics as an innovative methodological tool to improve the knowledge of risk and design the most appropriate management strategies.
Abstract: Risk management plays a key role in uncertain times, preventing corporations from acting rashly and incorrectly, allowing them to become flexible and resilient. A global turbulence such as the COVID-19 pandemic has had a strong impact on individual companies and entire economic sectors, raising the question of whether a paradigm shift is necessary, in order to enable a new cycle of development that is much environmentally, socially and economically sustainable. This environmental and socio-economic context of profound uncertainty forces organizations to consider more carefully the risk factors affecting their business continuity, as well as how these factors relate to sustainability issues. However, there is a gap in knowledge about how risk management systems relate to sustainability management systems, and how both of them exert influence on business performance, especially from a theoretical point of view. The aim of this study is to address this gap, by developing a new interpretative framework for the analysis of risk management strategies in organizations. This approach has been identified in economic hermeneutics as an innovative methodological tool to improve the knowledge of risk and design the most appropriate management strategies. The paper provides two main results: the first one is the construction of a theoretical model that relates risk management to sustainability management; the second one is an operational framework of multidimensional risk assessment useful for analysis at different levels (business, competitive scenario and system). Finally, the model also makes it possible to carry out a sustainability assessment through risk evaluation in the perspective of the sustainable development goals.
54 citations
TL;DR: In this paper, the authors investigated the effect of managerial initiatives on the adoption of traceability systems on food cold chain performance during the Covid-19 pandemic and found that managerial initiatives are needed to improve the company's performance because it improves the traceability system in the supply chain.
Abstract: This study aims to determine the effect of managerial initiatives on the adoption of traceability systems on food cold chain performance during the Covid-19 pandemic. Managerial initiatives are allegedly needed to improve the company's performance because it improves the traceability system in the supply chain. In addition, the effect of the traceability system adoption on the Indonesian food cold-chain performance during the Covid-19 pandemic is also discussed in this study. This study uses a quantitative approach and purposive sampling with a questionnaire research instrument obtained 250 statements of Indonesian consumers and retail employees. Partial least squares for structural equation modeling (PLS-SEM) were used to analyze latent variables' relationships. This study indicates that the traceability system has a significant effect on the performance of the food cold-chain during the Covid-19 pandemic. In addition, the adoption of electronic data exchange (EDI), radio frequency identification (RFID), and blockchain significantly impacted traceability systems during the Covid-19 pandemic. The managerial application of the initiative showed a positive and significant impact on the performance of the food cold-chain during the Covid-19 pandemic. However, the managerial initiative is not able to moderate the adoption of the traceability system.
22 citations
TL;DR: In this paper, the authors explored the potentials of digital transformation for achieving the United Nations Sustainable Development Goals (SDGs), with emphasis on SDG 4 and SDG 9 in Nigeria.
Abstract: Abstract This study explores the potentials of digital transformation for achieving the United Nations Sustainable Development Goals (SDGs), with emphasis on SDG 4 and SDG 9 in Nigeria. The study adopts a conceptual approach, reviewing existing literature to explore the topic from various views of authors on the issue. It focuses on the contextual factors such as stakeholder input to the process of the implementation of digitalisation and SDGs 4 and 9 which focuses on educational development at all levels, industrial collaborations and improvements, respectively. The results indicate that digital transformation potentially enhances the attainment of SDGs 4 and 9, but this is mediated by the level of stakeholder commitment and e-governance performance. Part of the recommendation is the adoption of a multi-disciplinary approach to development-oriented digital transformation interventions for SDGs 4 and 9 in Nigeria, through a process of effective stakeholder engagement and transparent institutional signalling. The study draws research attention to the use of digital transformation for social development, especially in a developing economy such as Nigeria, to enhance the compendium of knowledge in the implementation of digital approach to the attainment of SDGs 4 and 9. It is also suggested for the government institutions to take further responsibility to provide a fair platform for the implementation of digital transformation and the attainment of SDGs 4 and 9 in Nigeria.
18 citations
TL;DR: In this paper , the authors studied the impact of collective resilience processes on the ability of organizations to withstand crisis, by conducting sixteen semi-structured interviews with Tunisian companies that had experienced the COVID-19 crisis.
Abstract: In this research, we claim to join the efforts of practitioners and researchers to provide managerial responses to an unprecedented health crisis such as COVID-19. To do this, we study the concept of 'collective resilience' as a mechanism for responding to crisis in the Tunisian context. The aim of this research is to explain the impact of collective resilience processes on the ability of organizations to withstand crisis. We conducted sixteen semi-structured interviews with Tunisian companies that had experienced the COVID-19 crisis. Continuous analysis of these interviews was carried out with the Nvivo12 software. Our results showed a positive effect of collective resilience on the capacity of organizations to resist the COVID-19 crisis by developing protective factors. These are manifested by new intersubjective interactions (massive exchanges, shared representation, collective consciousness, collaboration, solidarity, mutual aid, etc.), generic interactions (actions and assembly rules not used before: less formalized rules and procedures, more flexible and decentralized structure, new organizational diagrams based on trust, accountability, etc.) and finally the improvisation and tinkering of the organization which made it possible to bring about a change affecting all levels of the organization: strategic and organizational.
9 citations
TL;DR: In this article , the authors studied the impact of collective resilience processes on the ability of organizations to withstand crisis, by conducting sixteen semi-structured interviews with Tunisian companies that had experienced the COVID-19 crisis.
Abstract: In this research, we claim to join the efforts of practitioners and researchers to provide managerial responses to an unprecedented health crisis such as COVID-19. To do this, we study the concept of 'collective resilience' as a mechanism for responding to crisis in the Tunisian context. The aim of this research is to explain the impact of collective resilience processes on the ability of organizations to withstand crisis. We conducted sixteen semi-structured interviews with Tunisian companies that had experienced the COVID-19 crisis. Continuous analysis of these interviews was carried out with the Nvivo12 software. Our results showed a positive effect of collective resilience on the capacity of organizations to resist the COVID-19 crisis by developing protective factors. These are manifested by new intersubjective interactions (massive exchanges, shared representation, collective consciousness, collaboration, solidarity, mutual aid, etc.), generic interactions (actions and assembly rules not used before: less formalized rules and procedures, more flexible and decentralized structure, new organizational diagrams based on trust, accountability, etc.) and finally the improvisation and tinkering of the organization which made it possible to bring about a change affecting all levels of the organization: strategic and organizational.
7 citations
References
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TL;DR: In this paper, a theory of stakeholder identification and saliency based on stakeholders possessing one or more of three relationship attributes (power, legitimacy, and urgency) is proposed, and a typology of stakeholders, propositions concerning their saliency to managers of the firm, and research and management implications.
Abstract: Stakeholder theory has been a popular heuristic for describing the management environment for years, but it has not attained full theoretical status. Our aim in this article is to contribute to a theory of stakeholder identification and salience based on stakeholders possessing one or more of three relationship attributes: power, legitimacy, and urgency. By combining these attributes, we generate a typology of stakeholders, propositions concerning their salience to managers of the firm, and research and management implications.
10,630 citations
TL;DR: In this article, the authors examine three aspects of the stakeholder theory and critique and integrate important contributions to the literature related to each, concluding that the three aspects are mutually supportive and that the normative base of the theory-which includes the modern theory of property rights-is fundamental.
Abstract: ?The stakeholder theory has been advanced and justified in the management literature on the basis of its descriptive accuracy, instrumental power, and normative validity. These three aspects of the theory, although interrelated, are quite distinct; they involve different types of evidence and argument and have different implications. In this article, we examine these three aspects of the theory and critique and integrate important contributions to the literature related to each. We conclude that the three aspects of stakeholder theory are mutually supportive and that the normative base of the theory-which includes the modern theory of property rights-is fundamental. If the unity of the corporate body is real, then there is reality and not simply legal fiction in the proposition that the managers of the unit are fiduciaries for it and not merely for its individual members, that they are . . . trustees for an institution [with multiple constituents] rather than attorneys for the stockholders.
10,163 citations
Book•
07 Nov 2003
TL;DR: This chapter discusses the development of systems thinking in the context of management, specifically the role of organizational cybernetics and the value of strategic Assumption Surfacing and Testing.
Abstract: Preface. Introduction. Part I: Holism and Systems Practice. 1 The Systems Language. 1.1 Introduction. 1.2 Philosophy. 1.3 Biology. 1.4 Control Engineering. 1.5 Organization and Management Theory. 1.6 The Physical Sciences. 1.7 Why is the Systems Language so Powerful? References. 2 Applied Systems Thinking. 2.1 Introduction. 2.2 Hard Systems Thinking. 2.3 The Development of Applied Systems Thinking. 2.3.1 Problem contexts. 2.3.2 Systems methodologies related to problem contexts. 2.4 The Main Strands of Applied Systems Thinking. 2.5 Conclusion. References. 3 Creativity and Systems. 3.1 Introduction. 3.2 Creativity and Metaphor. 3.3 Creativity and Paradigms 37 3.4 Conclusion 39 References 41 Part II: Systems Approaches. Type A Improving Goal Seeking and Viability. 4 Hard Systems Thinking. 4.1 Introduction. 4.2 Description of Hard Systems Thinking. 4.2.1 Historical development. 4.2.2 Philosophy and theory. 4.2.3 Methodology. 4.2.4 Methods. 4.2.5 Recent developments. 4.3 Hard Systems Thinking in Action. 4.4 Critique of Hard Systems Thinking. 4.5 The Value of Hard Systems Thinking to Managers. 4.6 Conclusion. References. 5 System Dynamics: The Fifth Discipline. 5.1 Introduction. 5.2 Description of System Dynamics. 5.2.1 Historical development. 5.2.2 Philosophy and theory. 5.2.3 Methodology. 5.2.4 Methods. 5.2.5 Recent developments. 5.3 System Dynamics in Action. 5.4 Critique of System Dynamics. 5.5 The Value of System Dynamics to Managers. 5.6 Conclusion. References. 6 Organizational Cybernetics. 6.1 Introduction. 6.2 Description of Organizational Cybernetics 6.2.1 Historical development. 6.2.2 Philosophy and theory. 6.2.3 Methodology. 6.2.4 Methods. 6.2.5 Recent developments. 6.3 Organizational Cybernetics in Action. 6.4 Critique of Organizational Cybernetics. 6.5 The Value of Organizational Cybernetics to Managers. 6.6 Conclusion. References. 7 Complexity Theory. 7.1 Introduction. 7.2 Description of Complexity Theory. 7.2.1 Historical development. 7.2.2 Philosophy and theory. 7.2.3 Methodology. 7.2.4 Methods. 7.2.5 Recent developments. 7.3 Complexity Theory in Action. 7.4 Critique of Complexity Theory. 7.5 The Value of Complexity Theory to Managers. 7.6 Conclusion. References. Type B Exploring Purposes. 8 Strategic Assumption Surfacing and Testing. 8.1 Introduction. 8.2 Description of Strategic Assumption Surfacing and Testing (SAST). 8.2.1 Historical development. 8.2.2 Philosophy and theory. 8.2.3 Methodology. 8.2.4 Methods. 8.2.5 Recent developments. 8.3 Strategic Assumption Surfacing and Testing (SAST) in Action. 8.4 Critique of Strategic Assumption Surfacing and Testing (SAST). 8.5 The Value of Strategic Assumption Surfacing and Testing (SAST) to Managers. 8.6 Conclusion. References. 9 Interactive Planning. 9.1 Introduction. 9.2 Description of Interactive Planning. 9.2.1 Historical development. 9.2.2 Philosophy and theory. 9.2.3 Methodology. 9.2.4 Methods. 9.2.5 Recent developments. 9.3 Interactive Planning in Action. 9.4 Critique of Interactive Planning. 9.5 The Value of Interactive Planning to Managers. 9.6 Conclusion. References. 10 Soft Systems Methodology. 10.1 Introduction. 10.2 Description of Soft Systems Methodology (SSM). 10.2.1 Historical development. 10.2.2 Philosophy and theory. 10.2.3 Methodology. 10.2.4 Methods. 10.2.5 Recent developments. 10.3 Soft Systems Methodology (SSM) in Action. 10.4 Critique of Soft Systems Methodology (SSM). 10.5 The Value of Soft Systems Methodology (SSM) to Managers. 10.6 Conclusion. References. Type C Ensuring Fairness. 11 Critical Systems Heuristics. 11.1 Introduction. 11.2 Description of Critical Systems Heuristics (CSH). 11.2.1 Historical development. 11.2.2 Philosophy and theory. 11.2.3 Methodology. 11.2.4 Methods. 11.2.5 Recent developments. 11.3 Critical Systems Heuristics (CSH) in Action. 11.4 Critique of Critical Systems Heuristics (CSH). 11.5 The Value of Critical Systems Heuristics (CSH) to Managers. 11.6 Conclusion. References. 12 Team Syntegrity. 12.1 Introduction. 12.2 Description of Team Syntegrity. 12.2.1 Historical development. 12.2.2 Philosophy and theory. 12.2.3 Methodology. 12.2.4 Methods. 12.2.5 Recent developments. 12.3 Team Syntegrity in Action. 12.4 Critique of Team Syntegrity. 12.5 The Value of Team Syntegrity to Managers. 12.6 Conclusion. References. Type D Promoting Diversity. 13 Postmodern Systems Thinking. 13.1 Introduction. 13.2 Description of Postmodern Systems Thinking. 13.2.1 Historical development. 13.2.2 Philosophy and theory. 13.2.3 Methodology. 13.2.4 Methods. 13.2.5 Recent developments. 13.3 Postmodern Systems Thinking in Action. 13.4 Critique of Postmodern Systems Thinking. 13.5 The Value of Postmodern Systems Thinking to Managers. 13.6 Conclusion. References. Part III: Creative Holism. 14 Total Systems Intervention. 14.1 Introduction. 14.2 Description of Total Systems Intervention (TSI). 14.2.1 Historical development. 14.2.2 Philosophy and theory. 14.2.3 Metamethodology. 14.2.4 Methods. 14.2.5 Recent developments. 14.3 Total Systems Intervention (TSI) in Action. 14.4 Critique of Total Systems Intervention (TSI). 14.5 The Value of Total Systems Intervention (TSI) to Managers. 14.6 Conclusion. References. 15 Critical Systems Practice. 15.1 Introduction. 15.2 Description of Critical Systems Practice (CSP). 15.2.1 Historical development. 15.2.2 Philosophy and theory. 15.2.3 Metamethodology. 15.2.4 Methods. 15.2.5 Recent developments. 15.3 Critical Systems Practice (CSP) in Action. 15.4 Critique of Critical Systems Practice (CSP). 15.5 The Value of Critical Systems Practice (CSP) to Managers. 15.6 Conclusion. References. Conclusion. Index.
1,120 citations
Abstract: The management of competing stakeholder interests has emerged as a significant topic in the management literature. Related issues are the relationship between stakeholder management and the perception that a firm is socially responsible, and the performance implications of both stakeholder management and social responsibility. Theory and models surrounding these issues are abundant, but empirical research is in an early stage. This research forum reports six excellent efforts to tackle fundamental ideas about stakeholders, social responsibility, and performance.
1,042 citations
Book•
12 Dec 1998
TL;DR: In this paper, the authors provide a much-needed guide to the strategy-making process by elaborating the key concepts and theories of strategic management; illustrating through case vignettes the issues inherent in the process of strategy making; and providing extensive and detailed practical guidelines on the methods, techniques and tools employed in the case-vignettes.
Abstract: This book approaches strategy-making in a way that is designed to assist most organizations develop strategy appropriate to their size, purpose and resources. It provides a much-needed guide to the strategy-making process by: elaborating the key concepts and theories of strategic management; by illustrating through case vignettes the issues inherent in the process of strategy-making; and by providing extensive and detailed practical guidelines on the methods, techniques and tools employed in the case vignettes. Key themes explored are: the crucial significance of political feasibility; the role of participation; emphasis on stakeholder management; thinking about alternative futures within the overall process of strategy-making; and using computer support for strategy-making, organizational learning and strategy-delivery.
935 citations