Strategic Responses to Crisis

A Virtual Special Issue edited by Matthias Wenzel, Sarah Stanske, and Marvin Lieberman

Currently, the pandemic crisis is affecting the lives of people and organizations around the world. As the coronavirus continues to spread, more and more governments are implementing strong measures to save people’s lives, such as the prohibition of events, lockdowns, and shutdowns. These measures contribute to slowing down the spread of the coronavirus in order to avoid lethal capacity overloads of national healthcare systems. At the same time, they threaten the survival of firms across all sectors and industries at a global scale—with potentially devastating individual, societal, and economic outcomes, such as massive job losses and social precarity. Therefore, the corona crisis raises important questions about how firms can respond effectively to crises such as the current pandemic.

In this Virtual Special Issue, we gather and discuss key articles published in the journals of the Strategic Management Society (SMS) that shed light on how firms respond to crisis. Our overview focuses on 13 articles that substantially inform our understanding of this issue.

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“Caught in the Crossfire”: MNCs in Armed Conflict Zones

by Charlie Williams   Civil war and violent social conflict drove headlines around the world in 2016 with conflict in Syria, the Mediterranean refugee crisis, and the backlash to immigration taking center stage across Europe and the US. But citizens are not the only actors who have to choose whether to flee or persist when armed conflict hits a country. “Caught in the Crossfire”, a forthcoming paper in SMJ by Li Dai, Lorraine Eden, and Paul Beamish, studies how multinational companies react to armed conflict. While armed conflict has fallen dramatically since 1990, the scholars document that the number of ongoing … Continue reading “Caught in the Crossfire”: MNCs in Armed Conflict Zones