Research in administrative sciences under COVID-19 / Mónica Lorena Sánchez Limón and María Luisa Saavedra García, editors.

Format:

Book

Contributor:

Saavedra García, María Luisa, editor.

Sánchez Limón, Mónica Lorena, editor.

Language:

English

Subjects (All):

Management.

Public administration.

Business enterprises--Mexico.

Business enterprises.

Physical Description:

1 online resource (222 pages)

Place of Publication:

Bingley, UK : Emerald Publishing Limited, [2022]

Summary:

Research in Administrative Sciences under COVID-19examines the context surrounding organizations in the face of the COVID-19 Pandemic, detailing aspects related to Latin American and Mexican companies and their competitiveness in the face of the global health crisis.

Contents:

Intro

Half Title Page

Title Page

Reviewers

Copyright Page

Table of Contents

About the Editors

About the Contributors

Preface

Presentation

Introduction

Part I-Companies and SMEs

Chapter 1-The Systemic Competitiveness of Latin American MSMEs Under COVID-19

1.1. Theoretical Framework

1.2. Method

1.3. Development: The Systemic Competitiveness of Latin American MSMEs Under COVID-19

1.3.1. Competitivity at Macro Level

1.3.1.1. Economic Policy. MSMEs in LA are a major presence. The countries of the region have recognised their relevant role and have created instruments and support programmes to promote them. The importance of MSMEs lies in the fact that they represent 9

1.3.1.2. Monetary Policy. In 2019, LAC governments adopted some expansionary policies to mitigate the effects of the slowdown in domestic aggregate demand, especially consumption and investment, the decrease in inflation, and the reduction in volatility o

1.3.1.3. Foreign Policy. The benefits of internationalisation are reflected in the expansion of markets to place products and services, gaining knowledge and technology transfer by interacting with customers who demand higher quality. However, MSMEs' voca

1.3.1.4. Fiscal Policy. For LAC as a whole, fiscal space has generated limited public revenues. Their fiscal efforts are unfolding in an unfavourable and highly uncertain framework that is attributed to limited fiscal space due to the deficits these count

1.3.2. Competitivity at Meso Level

1.3.2.1. Production Structure in Latin American Countries. An important difference between Latin American and European MSMEs lies in their production structure. In the former, there are few medium-sized enterprises and enterprises specialised in natural r.

1.3.2.2. Employment and Labour Force. Over 60% of formal employment in LA depends on MSMEs, which is the main justification and priority when establishing policies to promote this business sector. The main reason is that, despite their great importance in

1.3.2.3. Infrastructure for Business Development. Networks (logistics, energy, internet) and knowledge infrastructure are the foundations of a dynamic business ecosystem. Well-functioning infrastructure ensures cost-efficiency and access to strategic reso

1.3.3. Competitivity at Meta Level

1.3.3.1. MSME Policy. According to the OECD report (2019b), most LA7 members (Argentina, Chile, Colombia, Ecuador, Mexico, Peru, and Uruguay) are developing structural policies to benefit technological modernisation and the induction of MSME into regional

1.3.3.2. Doing Business. Effective rules that are easy to follow and understand will reduce bureaucracy and corruption and in turn help MSMEs to thrive. But to ensure regulatory processes to drive high-quality business, it is not enough for regulation to

1.3.4. Competitivity at Micro Level

1.3.4.1. Advantages and Disadvantages. MSMEs in LA account for 99% of the productive fabric and generate 61% of formal employment. Their participation in the economy makes them central actors in the viability and effectiveness of a new development dynamic

1.3.4.2. Fourth Industrial Revolution and Industry 4.0: The Industry's Digital Transformation. The Fourth Industrial Revolution is a concept developed by the German government in 2010 to refer to the phenomenon of the Fourth Digital Transformation (FDT) i

Conclusions

References

Chapter 2-The Contingency Approach to COVID-19 of Subsistence Businesses

2.1. Theoretical Framework

2.2. Method

2.3. Results

2.3.1. COVID-19 Contingency Practices for Obtaining Income.

2.3.2. Innovative and Proactive Business Practices

2.3.2.1. The Reactivation of Bartering Practices. This is an ancestral practice of indigenous peoples where handicrafts and agricultural production are exchanged for basic goods such as food and personal and household hygiene products. This practice has b

2.3.2.2. Attention to Emerging Market Demands Through Innovation and Proactivity. As the textile artisans of the San Pablo Villa de Mitla saw their sales dwindle to practically zero due to the lack of tourism, they adapted their products to the market d

2.3.2.3. Social Media Sales and Promotions. Technology has been one of the most powerful tools for business during the pandemic, and subsistence businesses have also exploited this tool by adopting sales practices through social networks such as Facebook,

2.3.2.4. Low-price Strategies. Faced with the growing need to earn income to feed their families, subsistence businesses have resumed the old unfair competition practices of lowering the prices of their products in order to outsell the competition, even a

2.3.2.5. Alliances with Civil Society. The pandemic has supported the relationships between subsistence businesses and civil society, leading to the establishment of civil society organisations, socially responsible consumers, and young people fighting fo

2.3.3. Emerging Government Support Programmes

Chapter 3-Effects of the COVID-19 Pandemic on the Top Seven Mexican Exporting Companies

3.1. Theoretical Framework

3.1.1. Foreign Trade Shares Vis-á-Vis COVID-19

3.1.2. Niches of Opportunity

3.2. Method

3.3. Results

Part II-Human Capital and Knowledge Management

Chapter 4-Multi-case Study of Knowledge Management at UNAM. Responses Under COVID-19

Introduction.

4.1. Theoretical Framework

4.1.2. Value chain model for knowledge management

4.1.3. Knowledge Management Infrastructure

4.1.3.1. Director of Knowledge Management (DKM). The person in this position is responsible for middle-up-down management, coordinating infrastructure and activities, as well as for establishing policies and processes for dissemination, protection of inte

4.1.3.2. Knowledge Workers. The term refers to workers who have the competencies, knowledge, and skills within the organisation, and who disseminate and renew knowledge, becoming a source of innovation and creativity.

4.1.3.3. Knowledge Storage Capacity. This refers to organisational memory and the capacity to retain and reuse information and knowledge. It involves routines and structures that support knowledge users for optimal intellectual performance. This is also r

4.1.3.4. Client/Supplier Relationships. An organisation's relationship with its knowledge providers is fundamental as it is considered an intangible asset. This relationship enables the organisation to meet its needs and gain competitive advantage. Organi

4.1.4. Knowledge Management Processes

4.1.4.1. Knowledge Acquisition. According to Chyi Lee and Yang (2000) and Huber (1991), knowledge acquisition occurs in three ways: (1) scanning, which refers to a broad search in the environment external to the organisation

(2) focussed search, which o

4.1.4.2. Knowledge Innovation. Strictly speaking, knowledge can only be created by people at different individual, group, and organisational levels. However, a balance between knowledge creation and exploitation is essential, and putting ideas, innovation.

4.1.4.3. Knowledge Protection. This aspect is fundamental as it protects the creativity and interests of knowledge holders. This protection is known as Intellectual Property Rights such as copyrights, patents, and legal actions that safeguard them against

4.1.4.4. Knowledge Integration. This refers to the internal process by which people decide how to transfer knowledge into applications in the organisational context. This internal integration process synthesises organisational experience that is cumulativ

4.1.4.5. Knowledge Dissemination. The best way to disseminate knowledge is through systematic transfer, by creating an environment of exchange. People must contribute by becoming part of the knowledge network, as technology cannot remove barriers to knowl

4.2. The Role of Universities in response to COVID-19

4.2. Method

4.3. Results

4.3.1. UNAM University Commission for the Care of the Coronavirus Emergency. PUIS

4.3.2. App CORONAVIRUS/UNAM. Centre for Complexity Sciences (C3), PUIS, and the School of Medicine

4.3.3. Extraordinary call 2020. Strategies for dealing with the new COVID-19 pandemic in Mexico. DGAPA

4.3.4. UNAM geographic information platform on COVID-19. CIGA

4.5. Discussion

Chapter 5-The Impact of Burnout on University Workers' Intention to Quit in Times of COVID-19

5.1. Theoretical Framework

5.2. Method

5.3. Results

5.3.2. Correlation Analysis

5.3.3. Regression Analysis

Chapter 6-Issues that Impact Academic Stress when Working Remotely Under COVID-19: Scale Reliability

6.1. Theoretical Framework

6.2. Method

6.3. Results

Chapter 7-Technostress in University Students as an Effect of the Coronavirus Pandemic

7.1. Theoretical Framework.

7.1.2. Theoretical Basis of Technostress.

Notes:

Description based on print version record.

Includes bibliographical references and index.

Other Format:

Print version: Sánchez Limón, Mónica Lorena Research in Administrative Sciences under COVID-19

ISBN:

1-80262-297-7