Understanding crisis resilience in manufacturing firms in the DACH region during the COVID-19 pandemic. (17th January 2022)

• Record Type: Journal Article
• Authors: Gil Fombella, Pilar; West, Shaun; Muehlberger, Marleen; Sautter, Thomas; Zepf, Guenter; Harrison, David
• Is Part Of: Continuity & resilience review. Volume 4:Number 1(2022)
• Page Start: 68
• Page End: 93
• Publication Date: 2022-01-17
• Subjects: COVID-19 -- Crisis resilience -- Manufacturing firms -- Preparedness -- Agility -- Crisis management model; Organizational resilience -- Periodicals; Risk management -- Periodicals; 658.406
• DOI: 10.1108/CRR-12-2021-0044
• Languages: English
• ISSNs: 2516-7502

Abstract

Abstract : Purpose: This paper describes the impact of COVID-19 on manufacturing firms in the DACH region of Europe (DACH is an acronym used to describe Germany, Austria and Switzerland). The purpose of the study was threefold: first to describe crisis resilience empirically through the actions taken by the firms using the elements of resilience; the paper then goes on to compare the DACH region with Northern Italy; finally, based on the findings, an existing crisis management model is expanded. Design/methodology/approach: A mixed method of quantitative research based on survey data and qualitative interviews was applied for data collection. The findings are based on 57 survey results and 13 interviews from December 2020 to March 2021. The findings are presented based on the resilience elements and are discussed based on processes, technologies and people. The findings are compared with those from an Italian study made 6–9 months before this study. The comparison provides the basis for the adaptations to the crisis management model. Findings: The findings describe the actions taken by firms in the DACH region to overcome the challenges posed by COVID-19. The findings were, in most cases, very similar to those from the Italian study. The most resilient firms had well-defined processes in place, adaptable employees who were well-led, and had (digital) technologies that could be quickly implemented. Originality/value: The timing for the crisis was later in the DACH region and firms were able to learn from Italy. The crisis management model based on the Italian study was refined; the resulting model will support managers to face future crises. This model needs testing and extending to link to past and future events.