Covid19 - Socialresilience framework
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Husted, Kenneth and Rudolf R. Sinkovics (2021), "Chapter 15: Concluding management issues, associated learnings and social resilience," in Management perspectives on the Covid-19 crisis: Lessons from New Zealand, Kenneth Husted and Rudolf R. Sinkovics (Eds.). Cheltenham, England, UK: Edward Elgar Publishing, 189-199. https://doi.org/10.4337/9781800882096.00025
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Covid19 - Socialresilience framework
- 1. Husted, Kenneth and Rudolf R. Sinkovics Eds. (2021), Management perspectives on the Covid-19 crisis: Lessons from New Zealand, Cheltenham, England, UK: Edward Elgar Publishing. https://doi.org/10.4337/9781800882096 Prof. Dr. Rudolf R. Sinkovics rudolf.sinkovics@glasgow.ac.uk www.sinkovics.com/rudolf www.linkedin.com/in/rudolfsinkovics @RudolfSinkovics 1
- 2. Integrative summary and key points from the chapters in the book Husted, Kenneth and Rudolf R. Sinkovics (2021), "Chapter 15: Concluding management issues, associated learnings and social resilience," in Management perspectives on the Covid-19 crisis: Lessons from New Zealand, Kenneth Husted and Rudolf R. Sinkovics (Eds.). Cheltenham, England, UK: Edward Elgar Publishing, 189-199. https://doi.org/10.4337/9781800882096.00025 2
- 3. Figure 1: Meta-capability social resilience framework to mitigate Covid-19 disruption (adapted from Menzies and Raskovic, 2020) 3 Geography & physical environment capital Economic capital Social capital & institutions Cultural capital Leadership capital Adaptive capabilities Transformative capabilities Anticipatory capabilities Coping capabilities gc ec sc cc lc anc coc adc trc Basic capabilities Meta capabilities Reactive social resilience (rsr) Proactive social resilience (psr) Outcomes Covid-19 disruption Institutional and social structuring and constraining
- 4. Table 1: Key management issues of the book chapters, associated learnings and their relationship to the meta-capability of social resilience 4
- 5. 5
Editor's Notes
- #2: File history: L:\Documents\Research-books\2020-EE-covid19-nz\ee-book-intro\Meta-capability social resilience framework.pptx Husted, Kenneth and Rudolf R. Sinkovics Eds. (2021), Management Perspectives on the Covid-19 Crisis: Lessons from New Zealand Cheltenham, England, UK: Edward Elgar Publishing. New Zealand (NZ) offers an astonishing story regarding its Covid-19 response. This book argues that NZ offers lessons for business and management actors across various geographical and political contexts in the world. In this book, we draw attention to problems and challenges posed by the Covid-19 pandemic from a functional management and organisational perspective. https://doi.org/10.4337/9781800882096 Resource: Menzies, Jane and Matevz (Matt) Raskovic (2020), "Taming covid-19 through social resilience: A meta-capability policy framework from Australia and New Zealand," AIB Insights, 20 (3). https://doi.org/10.46697/001c.18165 Template colors: Primary colours University Blue: R0 G56 B101 / #003865 Burgundy: R125 G34 B57 / #7D2239 Cobalt: R0 G117 B176 / #005C8A Lavender: R91 G77 B148 / #5B4D94 Leaf: R0 G132 B61 / #006630 Moss: R56 G90 B79 / #385A4F Pillarbox: R179 G12 B0 / #B30C00 Rust: R190 G77 B0 / #9A3A06 Sandstone: R122 G104 B85 / #52473B Sky Blue: R0 G83 B152 / #005398 Slate: R79 G89 B97 / #4F5961 Thistle: R149 G18 B114 / #951272 Secondary colours Turquoise: R0 G181 B209 Rose: R176 G108 B150 Pumpkin: R255 G185 B72 Sunshine: R255 G220 B54 Mocha: R170 G128 B102 Brand elements information UofG https://www.gla.ac.uk/myglasgow/staff/brandtoolkit/resources/promotionalmaterials/powerpoint/ https://www.gla.ac.uk/myglasgow/staff/brandtoolkit/brandelements/colours/ https://www.gla.ac.uk/myglasgow/staff/brandtoolkit/brandelements/logo/
- #4: Menzies, Jane and Matevz (Matt) Raskovic (2020), "Taming Covid-19 through Social Resilience: A Meta-Capability Policy Framework from Australia and New Zealand," AIB Insights, 20 (3), doi:10.46697/001c.18165 As a wicked problem, COVID-19 creates unique policy challenges which can be tamed through a meta-capability social resilience approach. Drawing on experience from Australia and New Zealand, we propose a meta-capability social resilience framework to inform policymakers. The framework examines the mobilization of various resources and the employment of specific capabilities across four stages of disruption. https://doi.org/10.46697/001c.18165