QUALITATIVE METHOD : ENViRONTMENTAL SCANNING FOR SURVIVING BUSINESSES DURING THE PANDEMIC FROM EUROPE, USA, SOUTH AMERICAN AND INDONESIA COUNTRIES

Volume 5, Issue 1, February 2021     |     PP. 17-33      |     PDF (223 K)    |     Pub. Date: January 27, 2021
DOI: 10.54647/management63059    207 Downloads     6269 Views  

Author(s)

Muhammad Maladi, Sekolah Tinggi Ilmu Ekonomi Indonesia Banjarmasin
Zainal Arifin, Sekolah Tinggi Ilmu Ekonomi Indonesia Banjarmasin
Henny Septiana Amalia, Sekolah Tinggi Ilmu Ekonomi Indonesia Banjarmasin
Nurul Hayati, Sekolah Tinggi Ilmu Ekonomi Indonesia Banjarmasin

Abstract
The purpose of this study is to find out the emerging and enduring business during the pandemic covid19 in some countries to be set as example for starting a new business or surviving the remaining ones. This research was conducted by interviewing and having video conferences to some respondents from Europe, USA, South American countries and Indonesia. This paper provides a good view on surviving and emerging businesses for the past a few month periods of pandemic. The results revealed that technology and creativity is the key to have a successful business during the pandemic. Rather than having your customers come to you, we should deliver our service to their homes and give good quality product and service.

Keywords
Pandemic, surviving, emerging, enduring businesses

Cite this paper
Muhammad Maladi, Zainal Arifin, Henny Septiana Amalia, Nurul Hayati, QUALITATIVE METHOD : ENViRONTMENTAL SCANNING FOR SURVIVING BUSINESSES DURING THE PANDEMIC FROM EUROPE, USA, SOUTH AMERICAN AND INDONESIA COUNTRIES , SCIREA Journal of Management. Volume 5, Issue 1, February 2021 | PP. 17-33. 10.54647/management63059

References

[ 1 ] Anderson, R.M., Heesterbeek, H., Klinkenberg, D. and Hollingsworth, T.D. (2020), “How will countrybased mitigation measures influence the course of the COVID-19 epidemic?”, The Lancet, Vol. 395 No. 10228, pp. 931-934.
[ 2 ] Alon, I., Farrell, M. and Li, S. (2020), “Regime type and COVID-19 response”, FIIB Business Review, pp. 1-9, doi: 10.1177/2319714520928884
[ 3 ] Ansell, C. and Boin, A. (2019), “Taming deep uncertainty: the potential of pragmatist principles for understanding and improving strategic crisis management”, Administration and Society, Vol. 51 No. 7, pp. 1079-1112.
[ 4 ] Archibugi, D., Filippetti, A. and Frenz, M. (2013), “Economic crisis and innovation: is destruction prevailing over accumulation?”, Research Policy, Vol. 42 No. 2, pp. 303-314.
[ 5 ] Aronoff, C.E. and Ward, J.L. (1995), “Family-owned businesses: a thing of the past or a model for the future?”, Family Business Review, Vol. 8 No. 2, pp. 121-130.
[ 6 ] Arrondo-Garcıa, R., Fernandez-Mendez, C. and Menendez-Requejo, S. (2016), “The growth and performance of family businesses during the global financial crisis: the role of the generation in control”, Journal of Family Business Strategy, Vol. 7 No. 4, pp. 227-237.
[ 7 ] Baekkeskov, E. and Rubin, O. (2014), “Why pandemic response is unique: powerful experts and hands-off political leaders”, Disaster Prevention and Management, Vol. 23 No. 1, pp. 81-93
[ 8 ] Baldwin, R. and Weder di Mauro, B. (2020), “Introduction”, in Baldwin, R. and Weder di Mauro, B.(Eds), Economics in the Time of COVID-19, CEPR, London.
[ 9 ] Bansal, P. and Corley, K. (2012), Publishing in AMJ—Part 7: What’s Different about Qualitative Research?, American Society of Nephrology, Briarcliff Manor, NY.
[ 10 ] Baker, S., Bloom, N., Davis, S.J., Kost, K., Sammon, M. and Viratyosin, T. (2020), “The unprecedented stock market reaction to COVID-19”, Covid Economics: Vetted and Real-Time Papers, Vol. 1 No. 3. Baldwin, R. and Weder di Mauro, B. (2020), “Introduction”, in Baldwin, R. and Weder di Mauro, B. (Eds), Economics in the Time of COVID-19, CEPR, London.
[ 11 ] Baron, S., Harris, K. and Elliott, D. (2005), “Crisis management and services marketing”, Journal ofServices Marketing, Vol. 19 No. 5, pp. 336-345.
[ 12 ] Bauweraerts, J. (2013), “How do private family firms face the crisis? Empirical evidence from Belgium”, International Business Research, Vol. 6 No. 8, p. 91.
[ 13 ] Barker, V.L. and Duhaime, I.M. (1997), “Strategic change in the turnaround process: theory and empirical evidence”, Strategic Management Journal, Vol. 18 No. 1, pp. 13-38.
[ 14 ] BBC News (2020), “Coronavirus: Europe now epicentre of the pandemic, says WHO”, available at: www. bbc.com/news/world-europe-51876784
[ 15 ] Benner, M.J. and Zenger, T. (2016), “The lemons problem in markets for strategy”, Strategy Science,Vol. 1 No. 2, pp. 71-89.
[ 16 ] Berrone, P., Cruz, C. and Gomez-Mejia, L.R. (2012), “Socioemotional wealth in family firms: theoretical dimensions, assessment approaches, and agenda for future research”, Family Business Review, Vol. 25 No. 3, pp. 258-279.
[ 17 ] Betts, P. (2001), “Family companies are ready for the worst”, Financial Times, Vol. 30 No. 2001, pp. 18-19.
[ 18 ] Bjarsholm, D. (2017), “Sport and social entrepreneurship: a review of a concept in progress”, Journal of Sport Management, Vol. 31 No. 2, pp. 191-206.
[ 19 ] Boddy, C.R. (2016), “Sample size for qualitative research”, Qualitative Market Research: An International Journal, Vol. 19 No. 4, pp. 426-432.
[ 20 ] Bootsma, M.C. and Ferguson, N.M. (2007), “The effect of public health measures on the 1918 influenza pandemic in US cities”, Proceedings of the National Academy of Sciences, Vol. 104 No. 18, pp. 7588-7593.
[ 21 ] Bluhm, D.J., Harman, W., Lee, T.W. and Mitchell, T.R. (2011), “Qualitative research in management: a decade of progress”, Journal of Management Studies, Vol. 48 No. 8, pp. 1866-1891.
[ 22 ] Brand, M., Tiberius, V., Bican, P.M. and Brem, A. (2019), “Agility as an innovation driver: towards an agile front end of innovation framework”, Review of Managerial Science, doi: 10.1007/s11846-019-00373-0.
[ 23 ] Brockner, J. and James, E.H. (2008), “Toward an understanding of when executives see crisis as opportunity”, The Journal of Applied Behavioral Science, Vol. 44 No. 1, pp. 94-115.
[ 24 ] Bundy, J., Pfarrer, M.D., Short, C.E. and Coombs, W.T. (2017), “Crises and crisis management: integration, interpretation, and research development”, Journal of Management, Vol. 43 No. 6,pp. 1661-1692. IJEBR
[ 25 ] Casadesus-Masanell, R. and Ricart, J.E. (2010), “From strategy to business models and onto tactics”, Long Range Planning, Vol. 43 Nos 2-3, pp. 195-215.
[ 26 ] Cater, J. and Schwab, A. (2008), “Turnaround strategies in established small family firms”, Family Business Review, Vol. 21 No. 1, pp. 31-50.
[ 27 ] Chesbrough, H. (2020), “To recover faster from Covid-19, open up: managerial implications from an open innovation perspective”, Industrial Marketing Management, doi: 10.1016/j.indmarman. 2020.04.010.
[ 28 ] Clauss, T. (2017), “Measuring business model innovation: conceptualization, scale development, and proof of performance”, R&D Management, Vol. 47 No. 3, pp. 385-403.
[ 29 ] Clauss, T., Abebe, M., Tangpong, C. and Hock, M. (2019), “Strategic agility, business model innovation, and firm performance: an empirical investigation”, IEEE Transactions on Engineering Management, doi: 10.1109/TEM.2019.2910381.
[ 30 ] Cohen, M.L. (2000), “Changing patterns of infectious disease”, Nature, Vol. 406 No. 6797, pp. 762-767.
[ 31 ] del Rio-Chanona, R.M., Mealy, P., Pichler, A., Lafond, F. and Farmer, D. (2020), “Supply and demand shocks in the COVID-19 pandemic: an industry and occupation perspective”, ar Xiv preprint arXiv:2004.06759.
[ 32 ] Choo Chun Wei, 2001, Environmental Scanning as Information Seeking and Organizational Learning, Faculty of Information Studies University of Toronto, Revised and updated version of "Environmental scanning as information seeking and organizational learning." Information Research,7(1) [http://InformationR.net/ir/7-1/paper112.html]
[ 33 ] Corbin, J. and Strauss, A. (2014), Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory, Sage Publications, Thousand Oaks, CA.
[ 34 ] Cortez, R. and Johnston, W. (2020), “The coronavirus crisis in B2B settings: crisis uniqueness and managerial implications based on social exchange theory”, Industrial Marketing Management, doi: 10.1016/j.indmarman.2020.05.004.
[ 35 ] Dobrzynski, J. (1993), “Relationship investing”, Business Week, Vol. 3309 No. 15, pp. 68-75.
[ 36 ] Doz, Y. (2011), “Qualitative research for international business”, Journal of International Business Studies, Vol. 42 No. 5, pp. 582-590.
[ 37 ] Dyer, W.G. Jr and Whetten, D.A. (2006), “Family firms and social responsibility: preliminary evidence from the S&P 500”, Entrepreneurship: Theory and Practice, Vol. 30 No. 6, pp. 785-802.
[ 38 ] Eisenhardt, K.M. (1989), “Building theories from case study research”, Academy of Management Review, Vol. 14 No. 4, pp. 532-550.
[ 39 ] Fernandes, N. (2020), “Economic effects of coronavirus outbreak (COVID-19) on the world economy”, Available at SSRN 3557504.
[ 40 ] Fornaro, L. and Wolf, M. (2020), Covid-19 Coronavirus and Macroeconomic Policy, Working Paper, available at: SSRN: https://ssrn.com/abstract=3560337.
[ 41 ] Gaskell, G. (2000), “Individual and group interviewing”, in Atkinson, P., Bauer, M.W. and Gaskell, G. (Eds), Qualitative Researching with Text, Image and Sound, Sage, Thousand Oaks, CA, pp. 38-56.
[ 42 ] Graebner, M.E., Martin, J.A. and Roundy, P.T. (2012), “Qualitative data: cooking without a recipe”, Strategic Organization, Vol. 10 No. 3, pp. 276-284.
[ 43 ] Guest, G., Bunce, A. and Johnson, L. (2006), “How many interviews are enough? An experiment with data saturation and variability”, Field Methods, Vol. 18 No. 1, pp. 59-82.
[ 44 ] Hua, J. and Shaw, R. (2020), “Corona virus (COVID-19) ‘infodemic’ and emerging issues through a data lens: the case of China”, International Journal of Environmental Research and Public Health, Vol. 17 No. 7, p. 2309, doi: 10.3390/ijerph17072309.
[ 45 ] Hunger J. David, Wheelen Thomas L, , 2011 Essentials of Strategic Management, 5th Edition, Essentials of Strategic Management, 5th Edition Iowa State University, Bentley University. Pearson
[ 46 ] Kirk, J., Miller, M.L. and Miller, M.L. (1986), Reliability and Validity in Qualitative Research, Sage, Thousand Oaks, CA..
[ 47 ] Kraus, S., Clauss, T., Breier, M., Gast, J., Zardini, A. and Tiberius, V. (2020), “The economics of COVID-19: initial empirical evidence on how family firms in five European countries cope with the corona crisis”, International Journal of Entrepreneurial Behavior and Research, doi: 10.1108/IJEBR-04-2020-0214.
[ 48 ] Kvale, S. (1983), “The qualitative research interview: a phenomenological and a hermeneutical mode of understanding”, Journal of Phenomenological Psychology, Vol. 14 No. 2, p. 171.
[ 49 ] Lall, S. and Singh, N. (2020), “COVID-19: Unmasking the new face of education”, International Journal of Research in Pharmaceutical Sciences (SPL), No. 1, pp. 48-53.
[ 50 ] Lamar State College (2013), “Emergency management and business continuity plan”, availbale at www.lsco.edu/finance/EMBC-Plan.pdf. (accessed on 15May 2020).
[ 51 ] Waseda (2019 Managing and responding to pandemics University), “Waseda university BCP”, Accessed from www.waseda.jp/top/assets/uploads/ 2019/04/Waseda-University-BCP-First-Edition_Public-version.pdf, (accessed on 10 May 2020).
[ 52 ] Morrison Allen J. Kendall Roth, 1992, A taxonomy of business‐level strategies in global industries,Stratejik Manajemen ournal, First published: September 1992 https://doi.org/10.1002/smj.4250130602
[ 53 ] Morse, J.M., Barrett, M., Mayan, M., Olson, K. and Spiers, J. (2002), “Verification strategies for establishing reliability and validity in qualitative research”, International Journal of Qualitative Methods, Vol. 1 No. 2, pp. 13-22.
[ 54 ] Muellbauer, J. (2020), “The coronavirus pandemic and US consumption”, VOX CERP Policy Portal, No. 11.
[ 55 ] Neubauer, I. (2020), “Bali fears for future, as Indonesia’s coronavirus cases jump”, available at: www.aljazeera.com/news/2020/03/die-fears-future-indonesia-tourism-hotspot-200319064307505.html
[ 56 ] Neergaard, H. and Ulhøi, J.P. (2007), Handbook of Qualitative Research Methods in Entrepreneurship, Edward Elgar Publishing, Northampton, MA.
[ 57 ] Outhwaite, W. (1975), Understanding Social Life the Method Called Verstehen, PhilPapers, London
[ 58 ] Pace University (2014), “Emergency response and business continuity plan”, available at: www.pace.edu/ sites/default/files/files/emergency-response-and-business-continuity-plan.pdf, (accessed on 10 May 2020).
[ 59 ] Parnell, D., Widdop, P., Bond, A. and Wilson, R. (2020), “Covid-19, networks and sport”, Managing Sport and Leisure, In Press
[ 60 ] Rosowsky, D. (2020), “Four ways COVID-19 is hurting higher education and why that matters” available at: www.forbes.com/sites/davidrosowsky/2020/05/04/four-ways-covid-19-is-hurtinghigher-education-and-why-that-matters/#63c2c9b459f1. (accessed on 14 June).
[ 61 ] San Jose State University (2020), “Business continuity planning (BCP)”, availbale at: www.sjsu.edu/ adminfinance/docs/BCP_Master_Plan.pdf. (accessed on 10 May 2020).
[ 62 ] Shaw, R., Kim, Y.K. and Hua, J. (2020), “Governance, technology and citizen behavior in pandemic: Lessons from COVID-19 in east Asia, in progress in disaster science”, Progress in Disaster Science, Vol. 6, doi: 10.1016/j.pdisas.2020.100090
[ 63 ] Sousa, D. (2014), “Validation in qualitative research: general aspects and specificities of the descriptive phenomenological method”, Qualitative Research in Psychology, Vol. 11 No. 2, pp. 211-227.
[ 64 ] Tan, A. (2020), “Zoom is your new classroom: Will online education become the norm after COVID-19?”, Accessed from www.msn.com/en-my/news/other/zoom-is-your-new-classroom-will-onlineeducation- become-the-norm-after-covid-19/ar-BB15myku Accessed on 14 June 2020.
[ 65 ] The Guardian (2020), “UK universities face cash black hole amid coronavirus crisis”, availbale at: www. theguardian.com/education/2020/mar/06/uk-universities-face-cash-black-hole-coronavirus-crisis. accessed on 14 June 2020.
[ 66 ] University of Otago (2018) “Emergency management plan”, Accessed from www.otago.ac.nz/ administration/policies/otago689752.pdf, (accessed on 10 May 2020).
[ 67 ] University of Sydney (2016), “University emergency response plan”, Accessed from www.sydney.edu.au/content/dam/corporate/documents/abou-us/campuses/university-of-sydney-emergencyresponse-plan.pdf. (accessed on 10 May 2020).
[ 68 ] WHO (2020), COVID 19 Public health emergency of international concern: global research.
[ 69 ] WHO (2020a), “Novel coronavirus (2019-nCoV) SITUATION REPORT – 1”, Novel Coronavirus: World Health Organization, World Health Organization, Geneva.
[ 70 ] WHO (2020b), “Novel coronavirus (2019-nCoV) SITUATION REPORT – 5”, Nover Coronavirus: World Health Organization, World Health Organization, Geneva.
[ 71 ] WHO (2020c), “Novel coronavirus (2019-nCoV) SITUATION REPORT – 11”, Novel Coronavirus: World Health Organization, World Health Organization, Geneva.
[ 72 ] WHO (2020d), “Novel coronavirus (2019-nCoV) SITUATION REPORT – 51”, Novel Coronavirus: World Health Organization, World Health Organization, Geneva.
[ 73 ] WHO (2020e), “Novel coronavirus (2019-nCoV) SITUATION REPORT – 63”, Novel Coronavirus: World Health Organization, World Health Organization, Geneva.
[ 74 ] Wright Peter Wright J Kroll & John Parnell, 1998, Strategik Management Cpnsept and Cases, Uniteted States :McGrawa- Hill
[ 75 ] Zdiarski, E., Dunkel, N.W., Rollo, J.M., et al. (2007), Campus Crisis Management: A Comprehensive Guide to Planning, Prevention, Response and Recovery, San Francisco, CA: Jossey-Bass.