A SURVEY ON ORGANIZATIONAL RESILIENCE IN IRANIAN RESTAURANTS DURING COVID-19

Year 2022, , 129 - 130, 30.07.2022

Muhammad Amin Tehranı , Murat Ulubay

https://doi.org/10.17261/Pressacademia.2022.1593

Abstract

Purpose- The COVID-19 Pandemic influenced and damaged many small and medium businesses. Business resilience in any organization
represents the strength and tolerance of that organization in times of crisis. In this study, a general picture of the quality of restaurant
management in Iran is examined from the lens of business resilience related constructs adopted from Organizational Resilience HealthCheck,
a free self-assessment tool from the Organizational Resilience web site of Dept. of Home Affairs of Australian government.
Methodology- HealthCheck examines and provides benchmarks about the flexibility of the organization and the business to adapt and evolve
in global markets to contain and address short-term shocks and long-term crises or challenges. The SMEs covered in this research include 52
restaurants in three major cities in Iran. The organizational resilience and the experiences accumulated from the COVID-19 outbreak have
been investigated against independent variables, such as: leadership and decision making, network and social capital, situational awareness,
and the employee’s engagements within the organization. These questions examine and review the components of leadership in the
organization under critical conditions and organizational experiences in the crisis.
Findings- The data and findings have shown that decision making related indicators, are correlated with indicators of business resilience. In
the issue of Employee Engagement that represents the lack of employee’s engagement, there is a mild correlation with the problems of the
organization and business. In other words, the lack of empathic environment. The existence of an administrative system helps to better
prepare a business to identify crises and to behavioral readiness to face them. This approach in the administrative system will lead to more
coherent decisions to allocate resources to face crises. There is a relatively strong correlation between familiarity with risk management and
the ability to predict crises.
Conclusion- The findings illustrate that management skills, knowledge, and awareness lead to the ability of anticipating crises before the
occur. It has also been observed that familiarity with crisis management and risk will lead to the creation of guidelines and protocols to face
risks. A strong parallel between behavioral readiness for crises in business and the ability to respond to the crisis means that by raising the
awareness and pre-awareness of the crisis, the response is much faster in the event of a crisis. Behavioral readiness in the organization for
crises is capable of identifying crises. In Iran, due to the lack of governmental support for this business, there were more severe problems,
and the situation even forced many activists and investors in the field to invest in other markets and industries. The lack of governmental
and businesses readiness for such crises can also be another reason for failing to succeed.

Keywords

Organizational resilience, resilience, hospitality industry, restaurant industry, SMEs, crisis, Covid-19

References

• Burhan, Muhammad, Muhammad Talha Salam, Omar Abou Hamdan, and Hussain Tariq. (2021). Crisis Management in the Hospitality Sector SMEs in Pakistan during COVID-19. International Journal of Hospitality Management, 98(2),103037. doi: 10.1016/j.ijhm.2021.103037.
• Carden, Lila L., Tiffany Maldonado, and Raphael O. Boyd. (2018). Organizational Resilience: A Look at McDonald’s in the Fast Food Industry. Organizational Dynamics 47(1),25–31. doi: 10.1016/j.orgdyn.2017.07.002.
• Griethuijsen, R. A. L. F., Eijck, M. W., Haste, H., Brok, P. J., Skinner, N. C., Mansour, N., et al. (2014). Global patterns in students’ views of science and interest in science. Research in Science Education, 45(4), 581–603. doi:10.1007/s11165-014-9438-6.
• Herbane, B. (2010). Small business research: Time for a crisis-based view. International Small Business Journal, 28(1), 43–64. https://doi.org/10.1177/0266242609350804
• Orchiston, Caroline, Girish Prayag, and Charlotte Brown, (2016). Organizational Resilience in the Tourism Sector. Annals of Tourism Research 56, 145–48. doi: 10.1016/j.annals.2015.11.002.
• Semerciöz, Fatih, Çağlar Pehlivan, Aytuğ Sözüer, and Aslı Mert. (2015). Crisis Management Practices and Strategic Responses Through Customer Loyalty and Price Strategy in Hard Times: Evidence from Fine-Dining Restaurants. Procedia - Social and Behavioral Sciences 207, 149–56. doi: 10.1016/j.sbspro.2015.10.164.
• Song, Hyoung Ju, Jihwan Yeon, and Seoki Lee. (2021). Impact of the COVID-19 Pandemic: Evidence from the U.S. Restaurant Industry. International Journal of Hospitality Management, 92(2), 102702. doi: 10.1016/j.ijhm.2020.102702.
• Wut, Tai Ming, Jing (Bill) Xu, and Shun mun Wong. (2021). Crisis Management Research (1985–2020) in the Hospitality and Tourism Industry: A Review and Research Agenda. Tourism Management, 85(2). doi: 10.1016/j.tourman.2021.104307.
• Taber, K.S. (2018). The Use of Cronbach’s Alpha When Developing and Reporting Research Instruments in Science Education. Research Science in Education, 48, 1273–1296. https://doi.org/10.1007/s11165-016-9602-2
• Zonouzi, Mehran kamali, Mahdi Hoseyni, and Mohammad Khoramshahi. (2021). Political Factors Affecting the Survival of SMEs Case Study: An Empirical Study in Tehran Grand Bazaar. Asia Pacific Management Review, 26(1), 47–56. doi: 10.1016/j.apmrv.2020.07.002.