Description
The document is provided below:
Unformatted Attachment Preview
1
TASK: Section1: Analysis/Results
Discussion
Research Methodology: This research is an in-depth look at what role particular managers of
small and medium-scale businesses are playing in coping with numerous issues arising as a result
of the COVID-19 epidemic from a CSR perspective. For this purpose, we utilize
phenomenological thematic analysis as a qualitative research method. This method thoroughly
analyzes managers’ approaches and behaviors during difficult times so that they can contribute
significantly to their firms’ CSR activities. Open-ended survey questionnaires allow participants
to freely convey their thoughts and recount situations related to CSR interventions during this
unprecedented pandemic. This approach captures multiple perspectives and challenges
individuals to reveal deeper complexities that would be often overlooked in more structured
systems.
SME managers’ subjective experiences and decision-making processes are of key importance for
our research issue. Therefore, qualitative methodologies will perfectly suit it. We will delve
deeper to review how these executives can best deal with the issues emanating from this crisis
and still meet their firms’ CSR commitments. Questionnaires for open-ended surveys give:
•
Flexibility in capturing comprehensive information.
•
Covering specific crisis-period strategies.
•
Adjustments as a result of new requirements.
•
In spite of uncertainty and adversity, Overall contributions to CSR initiatives
2
Thematic analysis is a very powerful tool for analyzing qualitative data sets obtained from these
surveys; it helps us develop common patterns or themes. This systematic research will enable us
to understand the main notions or thoughts through participant responses in which every point of
view is considered.
Lastly, the combination of installation through phenomenological thematic analysis and openended questionnaires will allow revelation on how SME businesses, as well as managers, make
equally important contributions towards determining reactions to COVID-19 CSR initiatives. As
the results of this study provide useful data to CSR and crisis management literature regarding
SMEs, firms may improve their corporate social responsibility during difficult periods.
Since the survey data was qualitative, it contained open-ended responses from hotel
managers and a thematic analysis of patterns and themes from the information gathered.
Below is a comprehensive report of how data analysis and recording results are conducted:
Data Cleaning and Preparation:
•
Data Collection: 10 hotel managers in Doha, Qatar, were directed to complete an openended questionnaire.
•
Data Transcription: The open-ended responses were transcribed electronically so that the
analysis could be made easier.
•
Coding Framework Development: Pre-defined themes developed in research questions
were identified and processed into a coding framework: Adaptive Leadership and
employee Engagement.
Thematic Analysis:
3
•
Thorough Data Review: The study team scrutinized every response within the dataset to
understand what was presented.
•
Initial Coding: Data coded according to previously outlined themes – each response
received one or more codes based on its content.
•
Thematic Analysis of Codes: The research team systematically researched and grouped
codes into possible subjects. Any deviations or conflicts were investigated in depth and
mitigated to ensure uniformity throughout the analysis.
•
Themes improvements: Themes were refined, and subordinate themes were used to create
variations in each major topic.
•
Review and Refinement: Because of the holistic nature of analyzing urban housing, it
took numerous review and editing cycles to make an accurate data representation.
====================================================================
Section 2: Code Assignment and Theme Generation
CODING
Here is a consolidated list of codes and their corresponding descriptions:
1. AL01: Adaptive Leadership Strategies
•
Showing adaptive leadership in challenging times.
2. NU02: Navigating Uncertainty in Decision-Making
•
Decision-making under ambiguity and uncertainty.
3. AL03: Adaptive Leadership in Strategy Alignment
4
•
How managers’ duties impact CSR strategies with adaptive leadership.
4. EE04: Employee Engagement Impact
•
Effect of managers’ workloads on the involvement of staff in CSR initiatives.
5. CP05: Collaborative Partnerships in CSR
•
The role of managers is to ensure the formation of collaborative partnerships
for CSR.
6. SC06: Strategic Communication in CSR
•
How the role of managers affects strategic communication in CSR.
7. RC07: Resource Constraint Management
•
Balancing priorities and managing resource constraints in CSR strategies.
8. NU08: COPING WITH UNCERTAINTY, particularly relating to CSR decisionmaking.
•
Dealing with uncertainty, specifically in the context of CSR decision-making
9. AL09: Adaptive Leadership for Strategy Enhancement
•
Using adaptive leadership for enhancing CSR strategy formulation
10. EE10: Promoting Employee Engagement in Strategy
•
Promoting Employee Empowerment as a CSR Enhancement Strategy.
11. CP11: Collaborative Partnerships for CSR
•
Role of collaborative partnerships in improving CSR strategies.
12. SC12: Strategic Communication in Strategy
•
The role of strategic communication in boosting CSR strategy formulation.
13. RC13: Balancing Priorities for Strategy
•
Balancing priorities in the context of CSR strategy formulation
5
14. NU14: Navigating Uncertainty in Strategy
•
Uncertainty in the process of developing CSR strategies Navigation.
15. AL15: Adaptive Leadership in Initiative Examples
•
Examples of how adaptive leadership is reflected in CSR initiatives
16. EE16: Employee Engagement in Initiatives
•
The role of employee engagement in certain CSR initiatives.
17. CP17: Collaborative Partnerships in Initiatives
•
Collaborative partnerships are evident in specific CSR initiatives.
18. SC18: Strategic Communication in Initiatives
•
The need for strategic communication, in particular CSR initiatives.
19. RC19: Resource Constraints in Initiatives
•
Managing resource limitations during the implementation of CSR initiatives.
20. NU20: Navigating Uncertainty in Initiatives
•
Managing uncertainty in terms of certain CSR projects.
21. AL21: Adaptive Leadership in CSR Definition
•
In this regard, the contribution of adaptive leadership to shaping one’s CSR
landscape.
22. EE22: Employee Engagement in CSR
•
Employee engagement serves as one of the defining factors of the CSR
landscape.
23. CP23: Collaborative Partnerships in CSR Definition
•
Collaborative partnerships impact the CSR landscape definition.
24. SC24: Strategic Communication in CSR Definition
6
•
Strategic communication is shaping the CSR landscape.
25. RC25: Resource Constraints in CSR
•
So, the effect of resource limitations in CSR definition.
26. NU26: Navigating Uncertainty in CSR Definition
•
Defining the CSR landscape and navigating uncertainty.
27. AL27: Adaptive Leadership in CSR Success
•
The success of CSR initiatives is also owed to adaptive leadership.
28. EE28: Employee Engagement in CSR Success
•
Employee engagement contributes to the effectiveness of CSR initiatives.
29. CP29: Collaborative Partnerships in CSR Success
•
Collaborative partnerships influence the success of CSR initiatives.
30. SC30: Strategic Communication in CSR Success
•
The effectiveness of CSR initiatives.
31. RC31: Resource Constraints in CSR Success
•
The role of resource constraints in the success of CSR initiatives.
32. NU32: Navigating Uncertainty in CSR Success
•
Balancing uncertainty contributes to successful CSR initiatives.
33. AL33: Adaptive Leadership in CSR Effectiveness
•
Adaptive leadership is contributing to the effectiveness of CSR initiatives.
34. EE34: Employee Engagement in CSR Effectiveness
•
Employee engagement is an indicator of the success of CSR initiatives.
7
35. CP35: Collaborative Partnerships in CSR Effectiveness
•
CSR initiatives depend solely on collaborative partnerships.
36. SC36: Strategic Communication in CSR Effectiveness
•
The contribution of strategic communication to the success of CSR initiatives.
37. RC37: Resource Constraints in CSR Effectiveness
•
The influence of CSR with resource limitations.
38. NU38: Navigating Uncertainty in CSR Effectiveness
•
CSR initiatives further work well because of facing uncertainty.
39. AL39: Adaptive Leadership Resources
•
Navigating difficult times requires resources for adaptive leadership.
40. EE40: Employee Support Resources
•
Promoting employee engagement requires resources and support.
41. CP41: Collaborative Partnership Resources
•
The formation of collaborative partnerships needs resources.
42. SC42: Strategic Communication Resources
•
Essential resources for strategic communication.
8
43. RC43: Resource Allocation Strategies
•
Strategies for the effective distribution of resources during hard times.
44. NU44: Navigating Uncertainty Resources
•
Navigating uncertainty in decision-making requires resources.
45. PR45: Privacy Protection Measures
•
Provisions and measures to safeguard participants’ privacy interests.
46. CP46: Collaborative Partnerships Impact
•
Effect of CSR on collaborative partnerships with stakeholders.
47. EE47: Employee Engagement Impact
•
The role of CSR initiatives in employee engagement.
48. SC48: Strategic Communication Impact
•
Impact of CSR on strategic communication with stakeholders.
The codes have been arranged sequentially and labeled systematically with a topic indicator
followed by its number to make it easy to analyze based on the theme. Uniqueness is also
included in this style, but management during the analytical phase would be easy.
==================================================================
9
Section 3: THEME ASSIGNMENT
The following codes have been suggested, each assigned to specific themes for the respective
survey questions:
Survey Question 1:
•
AL01 (Adaptive Leadership Strategies): Participants focused on going through difficult
times by showing adaptive leadership.
•
NU02 (Navigating Uncertainty in Decision-Making): Participants discussed stories of
navigating uncertainty and making decisions in the face of ambiguity.
Survey Question 2:
•
AL03 (Adaptive Leadership in Strategy Alignment): Managers’ duties affecting CSR
strategies through adaptive leadership were also discussed.
•
EE04 (Employee Engagement Impact): The influence of managers’ tasks on employee
involvement in CSR strategies was considered.
•
CP05 (Collaborative Partnerships in CSR): Managers’ role in developing collaborative
partnerships for CSR was emphasized.
•
SC06 (Strategic Communication in CSR): Participants talked about the effects of
strategic communication in CSR due to managers’ responsibilities.
•
RC07 (Resource Constraint Management): The discussion included balancing priorities
and managing resource limitations in CSR strategies.
•
NU08 (Navigating Uncertainty in CSR Decision-Making): Participants discussed dealing
with uncertainty, in particular as it relates to decision-making on CSR.
10
Survey Question 3:
•
AL09 (Adaptive Leadership for Strategy Enhancement): They proposed the use of
adaptive leadership for improving CSR strategy formation.
•
EE10 (Promoting Employee Engagement in Strategy):
•
CP11 (Collaborative Partnerships for CSR): The importance of partnerships in
strengthening CSR strategies was addressed.
•
SC12 (Strategic Communication in Strategy): The importance of strategic
communication in making CSR strategy more effective was highlighted.
•
RC13 (Balancing Priorities for Strategy): A CSR strategy was formulated with the
proposal of balancing priorities.
•
NU14 (Navigating Uncertainty in Strategy): Uncertainty in the process of developing
CSR strategies was discussed.
Survey Question 4:
•
AL15 (Adaptive Leadership in Initiative Examples): The presentation included examples
of how adaptive leadership manifested in CSR initiatives.
•
EE16 (Employee Engagement in Initiatives): The should of employee engagement in
particular CSR initiatives were discussed.
•
CP17 (Collaborative Partnerships in Initiatives): Certain CSR initiatives were pointed out
emphasizing the collaborative partnerships.
•
RC19 (Resource Constraints in Initiatives): The handling of resource constraints during
the implementation of CSR initiatives was also discussed.
11
•
NU20 (Navigating Uncertainty in Initiatives): Specific CSR initiatives in relation to
managing uncertainty were identified.
Survey Question 5:
•
AL21 (Adaptive Leadership in CSR Definition): It discussed the contribution of
adaptive leadership in defining CSR landscape.
•
EE22 (Employee Engagement in CSR): Employee engagement was identified as part
of the CSR landscape.
•
CP23 (Collaborative Partnerships in CSR Definition): Key partnerships were
identified that are influencing how the definitional landscape of CSR is categorized.
•
SC24 (Strategic Communication in CSR Definition): The strategic communication
that contributes to the formation of CSR landscape was also addressed.
•
RC25 (Resource Constraints in CSR): It discussed the effect of limited resources on
CSR definition.
•
NU26 (Navigating Uncertainty in CSR Definition): The focus was on how to navigate
uncertainty in defining the CSR landscape.
Survey Question 6:
•
AL27 (Adaptive Leadership in CSR Success): The role that adaptive leadership played in
the success of CSR initiatives was also taken into account.
•
EE28 (Employee Engagement in CSR Success): CSR projects would succeed or fail
based on employee engagement.
12
•
CP29 (Collaborative Partnerships in CSR Success): It also implies collaborative
partnerships that have an impact on the success or failure of CSR initiatives.
•
SC30 (Strategic Communication in CSR Success): In the final session, strategic
communication in successful CSR initiatives was discussed.
•
RC31 (Resource Constraints in CSR Success): On the other hand, it considered the
impacts of scarce resources on CSR initiatives.
•
NU32 (Navigating Uncertainty in CSR Success): It also pointed out the handling of
uncertainty, which contributed to success in CSR initiatives.
Survey Question 7:
•
AL33 (Adaptive Leadership in CSR Effectiveness): It was touched that adaptive
leadership contributed to the effectiveness of CSR initiatives.
•
EE34 (Employee Engagement in CSR Effectiveness): Employee engagement level
determined the success of CSR initiatives.
•
CP35 (Collaborative Partnerships in CSR Effectiveness): The effect of collaborative
partnerships on CSR initiatives was assigned to the influence.
•
SC36 (Strategic Communication in CSR Effectiveness): This discussed the effect of
strategic communication on effective CSR initiatives.
•
RC37 (Resource Constraints in CSR Effectiveness): There was also the consideration of
whether adequate resources were available for use in carrying out initiatives associated
with CSR.
•
NU38 (Navigating Uncertainty in CSR Effectiveness): It also determined the uncertainty
management, which made CSR initiatives successful.
13
Survey Question 8:
•
AL39 (Adaptive Leadership Resources): The discussion involved the resources required
for adaptive leadership while addressing turbulent times.
•
EE40 (Employee Support Resources): Specifically, resources and support required for
advancing employee engagement were emphasized.
•
CP41 (Collaborative Partnership Resources): Aspects of forming collaborative
partnerships that required resources were discussed.
•
SC42 (Strategic Communication Resources): Emphasis was placed on the resources
needed for effective strategic communication.
•
RC43 (Resource Allocation Strategies): The discussion was about strategies for the
effective allocation of resources during difficult times.
•
NU44 (Navigating Uncertainty Resources): It emphasized the resources needed to
navigate uncertainty in decision-making.
Survey Question 9:
•
PR45 (Privacy Protection Measures): Discussions took place on the provisions and
measures of protecting the privacy interests of participants.
Survey Question 10:
•
CP46 (Collaborative Partnerships Impact): The effect CSR initiatives had on partnerships
with stakeholders was brought out.
•
EE47 (Employee Engagement Impact): This is an impact on employee engagement
brought about by CSR initiatives.
14
•
SC48 (Strategic Communication Impact): Emphasis was made on CSR initiatives
affecting strategic communication with stakeholders.
=================================================================
Section4
Research Questions and Theme Identification
Research Question 1:
Survey Question 1:
Table 1 provides a summary of key themes and codes related to this question.
Table 1: Key Themes and Codes for Research Question 1
Theme
Codes
Adaptive Leadership
AL01: Adaptive Leadership Strategies,
NU02: Navigating Uncertainty in
Decision-Making
Employee Engagement
EE04: Employee Engagement Impact
Resource Constraints
RC07: Resource Constraints Management
15
Navigating Uncertainty
NU08: Navigating Uncertainty in CSR
Decision-Making
According to the data, adaptable strategies for leadership were critical in making decisions
during uncertain times. Managers emphasized the importance of employee involvement and
successfully handled resource restrictions, highlighting the need for dynamic methods.
Research Question 2:
Survey Question 2:
Table 2: Key Themes and Codes for Research Question 2
Theme
Codes
Adaptive Leadership
AL03: Adaptive Leadership in Strategy
Alignment
Employee Engagement
EE04: Employee Engagement Impact
Collaborative Partnerships
CP05: Collaborative Partnerships in CSR
Strategic Communication
SC06: Strategic Communication in CSR
Resource Constraints
RC07: Resource Constraints Management
Navigating Uncertainty
NU08: Navigating Uncertainty in CSR
Decision-Making
16
According to the findings, adaptable leadership, employee engagement, collaborative
partnerships, and strategic communication are essential to CSR strategy. Managers stressed the
importance of strategic alignment and good communication in developing CSR activities.
Research Question 3:
Survey Question 3:
Table 3 summarizes the key themes and codes for this question.
Table 3: Key Themes and Codes for Research Question 3
Theme
Codes
Adaptive Leadership
AL09: Adaptive Leadership for Strategy
Enhancement
Employee Engagement
EE10: Promoting Employee Engagement
in Strategy
Collaborative Partnerships
CP11: Collaborative Partnerships for CSR
Strategic Communication
SC12: Strategic Communication in
Strategy
Resource Constraints
RC13: Balancing Priorities for Strategy
Navigating Uncertainty
NU14: Navigating Uncertainty in Strategy
17
According to the research, adaptive leadership, increasing employee involvement, collaborative
collaborations, and strategic communication are suggested approaches to improve CSR strategy
design. Managers stressed the significance of balancing priorities and overcoming uncertainty to
establish a successful plan.
Data Assumption Tests (not applicable for qualitative studies):
•
As a qualitative study, the primary focus was on understanding patterns and themes in the
data rather than testing assumptions typically associated with quantitative studies.
Hypothesis Testing (not applicable for qualitative studies):
•
Given the qualitative nature of the data, hypothesis testing was not conducted. The
objective was to explore and understand the perspectives of hotel managers rather than
statistically validate predefined hypotheses.
This data analysis aims to explore the findings of a qualitative study conducted among hotel
managers in SMEs in Doha, Qatar. The focus is on their experiences in navigating challenges
before and during the COVID-19 pandemic, the impact of managerial responsibilities on CSR
strategies, and proposed ways to enhance CSR strategy formulation.
Section 5: Research Findings
Participant 1: Research Question 1:
•
Adaptive Leadership Strategies: Emphasized the importance of speedy decision-making
and adjusting methods to altered conditions.
18
•
Dealing with Uncertainty in Decision Making: A voiced struggle in making difficult
choices, focusing on the use of flexible approaches.
•
The Impact of Employee Engagement: Recognized the positive effect of engaging
employees during challenging difficulties.
Research Question 2:
•
Adaptive Leadership in Strategy Alignment: Emphasized on adapting CSR strategies to
the ever-changing business environment through adaptive leadership.
Research Question 3:
•
Adaptive Leadership for Strategy Enhancement: It is suggested that adaptive leadership
skills are developed in order to enhance the creation of a CSR strategy.
Participant 2: Research Question 1:
•
Adaptive Leadership tactics: Shared experiences of application of adaptive strategies and
active leadership acts.
•
Navigating ambiguity in Decision-Making: emphasized issues of decision-making due to
ambiguity, stressing the importance of versatile responses.
Research Question 2:
•
CSR Collaborative Partnerships: focused on the need for collaboration in adjusting CSR
strategies to the crisis.
Research Question 3:
19
•
CSR Collaborative Partnerships: promoted the formation of partnerships to enhance CSR
strategy formulation.
Participant 3: Research Question 1:
•
Employee Engagement Impact: Emphasized the positive effects of employee
involvement in solving problems.
Research Question 2:
•
Strategic Communication in CSR: Its relevance was mentioned clearly that strategic
communication plays a key role in the alignment of CSR strategies with organizational
goals.
Research Question 3:
•
Strategy Priorities: Proposed priorities for balancing that would lead to the improved
formulation of CSR strategy.
Participant 4: Research Question 1:
•
Resource Constraint Management: Commonalities that enabled the effective management
of resources in challenging moments.
Research Question 2:
•
Navigating Uncertainty in CSR Decision-Making: CSR decision-making problems
related to uncertainty also emphasize the need of adaptive approaches.
20
Research Question 3:
•
Navigating Uncertainty in Strategy: The concept of overcoming uncertainties in
designing successful CSR strategies was highlighted.
Participant 5: Research Question 1:
•
Adaptive Leadership Strategies: Leading teams through tough circumstances also
highlighted the importance of adaptive leadership.
Research Question 2:
•
CSR Strategic Communication: Promoted strategic communication that would bring the
CSR efforts in line with organization’s goals.
Research Question 3:
•
Strategy for Promoting Employee Engagement:
Participant 6: Research Question 1:
•
CSR Collaborative Partnerships: Fostering collaborative partnerships to enhance the
impact of CSR through shared experiences.
Research Question 2:
•
Navigating Uncertainty in CSR Decision-Making: the need for flexibility and speed in
CSR initiatives during uncertain times Emphasized .
Research Question 3:
21
•
CSR Collaborative Partnerships: they also advocated for implementation of collaborative
partnerships as a major instrument to better formulate CSR.
Participant 7: Research Question 1:
•
Resource Constraints Management: Insights into shared success in managing restricted
resources.
Research Question 2:
•
Strategic Communication in CSR: It underlined the vital contribution of strategic
communication in linking CSR strategies with business goals.
Research Question 3:
•
Priorities for Strategy Balancing: Develop a CSR strategy of refining competing priorities
as the crucial component.
Participant 8: Research Question 1:
•
Employee Engagement Impact: As highlighted the positive influence of employee
engagement on team resilience.
Research Question 2:
•
CSR Strategic Communication: the significance of clear and strategic communication in
alignment towards CRS strategy..
Research Question 3:
22
•
Promoting Employee Engagement in Strategy: Advocated putting employee engagement
activities while developing CSR strategies.
Participant 9: Research Question 1:
•
CSR Collaborative Partnerships: Collaborative partnerships to mitigate problems
effectively are shared experiences.
Research Question 2:
•
Resource Management: highlighted resource management issues in applying CSR
initiatives.
Research Question 3:
•
Strategy Priorities: argued for weighing a number of priorities when developing CSR
strategy.
Participant 10: Research Question 1:
•
Navigating Decision-Making Uncertainty: Shared problems related to the process of
making decisions under unclear conditions, appealing to adaptive capabilities.
Research Question 2:
•
Strategic Communication in CSR: The need for strategic communication in linking CSR
strategies to organizational goals was stressed.
Research Question 3:
23
•
Navigating Uncertainty in Strategy: argued that dealing with uncertainty is essential to
establishing helpful CSR strategies.
Commonalities Among Participants: Many of those participants highlighted that an adaptive
attitude to overcome obstacles and facilitate CSR policies could play a key role. The main topic
of conversation among respondents was how these resources should be used correctly, especially
in cases when it appeared that there were not enough. All participants noted the importance of
strategic communication as one of the critical elements in aligning CSR initiatives with corporate
goals. Participants pointed out the importance of developing cooperative partnerships that
address issues and improve CRS’ power. Employee involvement benefits all participants.
Qualitative research findings: They valued such strategic components as cooperative
partnerships and resource efficiency. Therefore, adaptive leadership is usually seen as an
imperative tool for guiding teams through uncertainty and promoting more flexibility in leaders.
The participants agreed that one of the concepts supporting business and CSR objectives is
employee engagement.
Results of Qualitative Research: Apparently, all participants have a very high rating on
adaptive leadership and may prove that this concept is vital when creating CSR projects during
emergencies. Such dynamic scenarios are important as they could require immediate and
adaptive solutions to common issues related to decision-making under the conditions of
uncertainty pointing. All of us will agree that employees’ participation during the bad times is at
least good. Participants fully realize the need to collaborate in order to change and reassess CSR
perspectives during crises. Strategic communication is needed to integrate CSR initiatives with
corporate goals. Balancing priorities can have the role of advocating for better formulation of
CSR plans.
24
A fuller understanding is achieved by evaluating the perspectives of different hotel managers on
how they can overcome hurdles and develop CSR policies during a COVID–19 problem. Other
topics highlighted similarities and differences that presented interesting perspectives both from
theoretical as well as practical points of view.
Conclusion
Lastly, data analysis gives answers to research questions. It gives the general picture of how
hotel managers in SMEs struggled with CSR strategy challenges, enumerates these effects, and
suggests ways their planning was enhanced. On the contrary, thematic analysis strengthened by
tables including leading themes and codes provides a more comprehensive vision of key impacts
derived from survey answers, helping to understand how managers improve CSR project
development in case things do not turn out very well.
This thematic analysis illustrates the actions that eligible hotel managers took to fight against
problems, how they participated in CSR activities, and also those approaches that could have
been treated more efficiently through such strategies. The investigated themes were relevant to
the research objectives and provided a satisfactory vision of how managers of SMEs operated in
times of COVID-19 crisis. This in-depth research then enables us to understand how these major
stakeholders manage their organizations during unanticipated crises.
Overall, this study was intended to investigate the important role of managers in SME
businesses’ CSR responses during the current COVID-19 problem. We used a qualitative
research methodology based on phenomenological thematic analysis to collect rich and in-depth
data that would expose the different sides of managerial decision-making processes, ways of
resource allocation strategy implementation, employee engagement initiatives, efforts for
25
stakeholders’ communication strategies, ethics considerations, etcetera plans designed towards
sustainability in harsh circumstances. Proactive leadership from emotionally intelligent managers
is required in CSR crisis response. In times of disturbances brought about by COVID-19, SMEs
must possess the capability to empathize with employees but still ensure that they contribute
towards achieving company targets.
Second, our findings stress the importance of effective communication in successfully surviving
such storms. This promotes trust-building activities and ensures that the firm is dedicated to
responsible practices from a social point of view, even in tough times.
In addition, our research deals with managers’ resource allocation issues in the context of crises
like COVID-19. While cost-cutting processes might help companies survive harsh times in some
cases, their long-term development should be guaranteed by programs that promote a fair
balance between short-term survival measures and ongoing CSR obligations.
=================================================================
Purchase answer to see full
attachment
