Business Research Paper The coronavirus pandemic (COVID-19) The coronavirus pandemic (COVID-19) has caused unprecedented political, economicand social disruption and it is now considered the biggest t

Business Research Paper The coronavirus pandemic (COVID-19) The coronavirus pandemic (COVID-19) has caused unprecedented political, economicand social disruption and it is now considered the biggest t

$1.00

& 'My (2002). (2005). (2007). (2010). (2013). (2014). (2015). (2016). (2017). (2018). (2020). (2020a). (2020b). (2020c). (2020d). (Alexander, (Andreoni (BBC, (Bennett, (Blanchard, (Blowfield (Borodzicz, (COVID-19) (Chopra (Crandall (Crandall, (Dillon, (Economist, (FSAI) (Farlow, (Haimes, (He, (Henry, (Hillson (Hillson, (Hubbard, (Hutt, (IBIS (IMS) (Lanktree, (Mansdorf, (McDonalds, (Middle (Monto (NHS)) (O'Mahony, (Peeri, (Schwab, (Severe (Slack (Slack, (UK (Walker (Yu (and (as (e.g. (given (panic (such (taking (with - 1918 2002). 2005). 2006). 2007). 2008 2008. 2009). 2010). 2013). 2013/2014 2013; 2014). 2014; 2015). 2016). 2017). 2017; 2018). 2019). 2020). 2020; 2020]. 2020a). 2020b). 2020c). 2020d). 2nd 3rd 4(1), 4th 6-26. A A. A., A.E. Academic Acute Again, Aghamohammadi, Aldershot: Alexander, Already, Also, Andreoni, As Assessment, Associated At Attitude, Australian Authority Available: Aviso, B. BBC, BBC. Baghbanzadeh,, Baker, Bennett, Best Beyond: Bibi, Blackstone's Blanchard, Blowfield, Borodzicz, Brandon-Jones Broderick, Brower, Business C. COVID-19 COVID-19: Causes Chain Chichester: China China-only Chinese Chopra Chopra, Climate Conclusions Consequences Consequently, Continuity Coronavirus: Corporate Covid-19 Crandall, Crash Crisis Crisis, D. Dennis: Despite Dillon, Dimensions Disaster Due Dunedin E.P. East Economist. Edinburgh: Edition, Education Emergency Even Examining Examples Farlow, Financial Food For Fukuda, Given Global Government Government's Government, Governments Gower Guide Haimes, Handbook: Haque, He. Health Henry, Hillson, However, Impact In Inc. Influenza), Innovative International Ireland It Italy) J.A., J.E. JPMorgan, Jersey: John Johnston, Journal Kogan Landscape, Leading Lessons London: Ltd. M., MERS Management Management, Management: Managing Many March, Meindl, Miola, Modeling, Monto More Multiple Murray, Murray-Webster, NHS NHS. National New Operation, Oxford Oxford: P. Page. Paper Parnell Parnell, Pearson Planning Planning, Practical Practices, Preparedness Press Press. Principles Publications Publishing R. REFERENCES Rafdzah, Rahman, Reaction Research Resilience Respiratory Responsibility, Reviewing Risk Risk, Risk. Routledge. S. S., SARS Safety Sage Sandler Scott, Security Segal, Service Services, Shrestha, Siddikur Sons Spanish Spillan, Storm Strategic Strategy Strategy, Such Summary Supply Syndrome) Tan, Tens The These Thinking This Those Trump UK UK's UK-centric US Understanding University V., W.R., What Where Whilst Wiley Wiley& Wilson World, Y.Y. Yu Zhang [23 [24 [25 [Online], a ability able about access acquisition actions activated adaptability add additional address addressed adjust adopting advantage adverse affected agility aimed al, almost alongside already also alternate alternative although an and another answers anticipate anticipated anticipated. any appear appears approaches appropriate are area arguably, argued around arrangements as asked assessments, associated at attitudes. be become been before behaviours being benefit) biggest blow brand brand(s) bread brings broader brown built business businesses businesses, buying) by call call-off can can't cannot capabilities cause caused causes cease censure, chain chains chains) chains, chains. challenge challenged challenges challenging change changed changes choice circumvented climate cloud-based cohesion combat come commercial commit companies company compared competitive competitors compliance computers concentration concerned concerns confidence confidence, conflict, conflicts consider considerable considered considering considers constraints consumer consumer/customer consumers consumers/customers, containment contingency continue continuity contracts cope coronavirus corporate cost, costs could craft crash creation crisis crisis, critical critically curbs current currently customer customers data days'. debate decreased deeply-embedded deliver delivery demand demands demonstrate demonstrated demonstrates demonstrating deny designated desktops, develop different difficult direct direction directions discount discretionary disruption disruptions distancing) distribution do doing driving due during e.g. earlier early economic economy effective effects efficacy efficiencies efficiently efforts efforts, either element elsewhere, emerge emerging employee employment enable enforce engage engrained enhance ensure entities entities, entity environmental eroded especially essential established estimates et even event event, events events. every evidence, evidenced evolve ex-employees exacerbated examine example, exclusive exist exists experienced exposed extended extensive extensively extremely face facing factors factors, felt fight financial fires). flexible flood flooded floods focus focussed following footfall footfalls footing for for) force forward found freedoms from frozen fundamentally, future given global globalised globalization globalized goods), guarantees habits had happen hard has have helped here?” high-impact high-impact, high-speed higher. highlighted holdings home hoped horse https://theconversation.com/coronavirus-the-blow-to-the-chinese-economy-could-be-felt-for-years-131793 https://www.bbc.co.uk/news/business-51584246 https://www.bbc.co.uk/news/uk-51969104 https://www.bbc.co.uk/news/uk-52014472 https://www.bbc.co.uk/news/world-us-canada-51955450 https://www.economist.com/china/2020/02/29/covid-19-is-teaching-hard-lessons-about-china-only-supply-chains identify identifying if illness immediate impact impacts implemented implemented, implications importance important imposition impossible improved in inadequate incident include indirect inefficiencies infections information infrastructure initial initially insights international internationally, internet intervention interventions into introduce involved involved), is issues it its just keep key laptop largely lean lean-focussed least least, legislation lessons leverage life likely limit limited local local/regional locations longer look losing loss lost low low-likelihood loyalty luxury maintain majeure major management management/evaluation manifested manner manufacturing many market marketing markets maximise may means measures meat medics meet meeting mirror mitigated mitigation modern modern, months more most much must nation national nature necessarily needed needs no non-branded not notification now of offerings office offsetting often on one operating operational operations options or order other out outbreak outbreak. outside over pan-supply pandemic pandemics paper parallel part particular particularly past patterns period periods personal personnel perspective perspective) perspective, phases place place, planned planning plans plans. point policies policies' policy political, portals positioning possible post-event potential potentially power pp. practice practices precursor predict, premises preparation presence presented prior private proactive probability probability, product product/service productivity products prosperity protect protracted proven provide providing province, provision purchasing put puts putting qualified quality, question questions quickly quickly, ramifications range ranging rapid rapidly rather rationalisation reach reactive realistic reasonably recent recession recognised recovery recruitment reduce reduced reflect reflected regarded rehearsing reinforced relation relationships. relatively relevant reliance renewed replacement replicated report requirement requirements resilience resilience, resilience/continuity resilient resilient, resolve resources, respond response responsibility responsiveness, restaurants restrictions result resulted resulting retain retired return revenues review reviewed revised revision revisions risk risks robust robustly route routes routine sales same sanction scale scenario scenarios scientific sector security seek seen selections self-isolate) services several share sheer shortages should shut-down significant significantly similar simple since sliced slowing small so so, social societies sole solutions some sources sourcing specific speed spending spending, spread spread/rate staff staffing stakeholder staple static stock storage stores) strategies strategy streamlined stress strict such suitably supermarket supermarkets supermarkets) suppliers suppliers, supply supply-chain support supporting surges sustain sustainability, systems take takeaway targeted teaching terms terms, than that that, the their them themselves these they this those thousands threat threat, threats three time to tools totally touch trading twice two unable unanticipated unavailable under undermine undermines undertaken unique unprecedented unusual unusual, upon use used using us” utility value versions versus very video-conferencing view virus virus. visibility vital vital, vulnerabilities vulnerability, vulnerable war was we weaknesses wealth well well-rehearsed were what when where whether which whilst white who whose will willingness wishing with within without work workers' working working) would year), years years. zones ‘keeping ‘key ‘leaning' “how “what

Add To Cart

The coronavirus pandemic (COVID-19) has caused unprecedented political, economic
and social disruption and it is now considered the biggest threat to the global
economy since the financial crisis of 2008. (Hutt, 2020). Already, the
resulting impact is being compared to that experienced during periods of
protracted global conflict, particularly in terms of the implications on
societies and personal freedoms (Yu & Aviso, 2020; Segal, 2020; BBC,
2020a).