Index

Citation

(2023), "Index", Ogunyemi, K. and Onaga, A.I. (Ed.) Responsible Management of Shifts in Work Modes – Values for Post Pandemic Sustainability, Volume 2, Emerald Publishing Limited, Leeds, pp. 191-200. https://doi.org/10.1108/978-1-80262-723-720221019

Publisher

:

Emerald Publishing Limited

Copyright © 2023 Kemi Ogunyemi and Adaora I. Onaga

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INDEX

Academic perspectives

Arianna’s reflections on

, 39

brief biography of Huffington, Arianna

, 36–37

critiques and opportunity for business schools

, 39–45

distilling wisdom from perspectives of Huffington, Arianna

, 37

2014 Interview

, 38–39

methodology

, 37

Accountability

, 80

Affinity distance

, 170

Algorithms

, 102

Amazon

, 68

American Medical Association

, 110

Amid uncertainties

, 68

Antimalarial medications

, 147

Asians groups

, 114

Audencia Business School in France

, 45

Autonomy

, 181

B-Team

, 36n2, 38

Behaviours

, 75–79

Beneficence

, 180

Black, Asian and minority ethnic (BAME)

, 98

Black feminism

, 111

Board of Directors

, 52

Boomer peers

, 168

Bureaucratic process

, 116

Business resilience

elements of

, 61

financial resilience

, 62

institutional resilience

, 62

operational resilience

, 63

organisational resilience

, 62

reputational resilience

, 62–63

technology resilience

, 62

Business schools

critiques and opportunity for

, 39–45

lead in integration of sustainability in purpose and practice

, 40–42

proposing holistic view in comparison with traditional view of business education

, 44–45

relevance of spiritual dimension significance to business schools and organisations

, 42–44

Business(es)

, 2, 17, 61, 85

and health

, 178

leader

, 25

prioritising business continuity

, 64

proposing holistic view in comparison with traditional view of business education

, 44–45

stakeholders

, 4

BYOP

, 78

Capital projects

, 13

Caring and humanistic organisations

, 11

Center for Compassion and Altruism Research and Education at Stanford University (CCARE)

, 43

Centers for disease control and prevention (CDC)

, 124

Central Bank of Nigeria (CBN)

, 24

Change

, 16, 42, 84

Chartered institute of personnel and development (CIPD)

, 122–123

Chronic stress

, 44

Class

, 111

Clients

, 56

Communication

, 85

plan

, 80

strategy

, 11

Community

, 57

health structures

, 144

health-based programs

, 2

healthcare delivery

, 146

policy framework for community health care in Uganda

, 147–148

Community health workers (CHWs)

, 145

in Covid-19 intervention

, 148–149

Companies

, 9–11

risk management system

, 55

Companies and Allied Matters Act (CAMA)

, 64

Complex adaptive systems (CAS)

, 146

Complex adaptive systems theory (CAST)

, 146

Complex adaptive theory

, 146

Consequentialism

, 179

Conspiracy theorist

, 131

Consumer requirements

, 70

Context, consciousness, continuity, connectedness, creativity, and collectiveness (6C)

, 44

Convention and Recommendations

, 122

COP 21 (Paris Climate Conference)

, 37

COP 26 agenda

, 42

Core business

, 2

Core Focus

, 74

Core Values

, 74, 80

Corona virus disease 2019 (COVID-19)

, 26–27, 30, 41, 100, 103, 109, 144, 182, 185

building resilience for future of work

, 170–172

crisis

, 25–27

delegation and building trust

, 169–170

early experiences of covid-19 public health response

, 99–100

empowering employees for productivity and growth for future opportunities

, 168–169

era

, 26

experience

, 84

future of work, and emerging work models

, 166–167

guidelines

, 98

infections

, 149

infodemic

, 100

intersectional analysis concerning

, 112–117

intersectional approach

, 111–112

lockdowns

, 120

nature of work and challenges

, 164–166

pandemic

, 2, 24–25, 40, 83–84, 97, 102, 116, 130–131, 144, 164

prioritising HCWs with

, 102–103

recommendation

, 117

situation

, 103

tests

, 100

Triage Guidelines

, 101–102

upskilling workforce of future

, 172–174

vaccine

, 155

work, workforce and workspace and employees’ efficiency

, 167–168

Corporate governance

balancing interests of stakeholders

, 63

benefits of good governance practices

, 57–58

board oversight

, 54

differentiating governance and management

, 57

disclosure and transparency

, 55

elements of

, 53–55

lessons from pandemic

, 58–61

leveraging technology

, 64

management alignment

, 54–55

organisation’s stakeholders

, 55–57

ownership

, 53–54

prioritising business continuity

, 64

recommendations for stronger governance

, 63–54

risk management

, 55

stakeholder management

, 54

stronger communication methods

, 64

understanding

, 52–53

Corporate values

, 69

Correctional tool, use organisation’s fundamentals as

, 81

Correlations

, 111

Cradle-to-grave process

, 131

Creativity

, 86

Creditors

, 13–14

Crisis

management

, 52

managerial implications for ethical leadership during

, 30

Critical Race Theory

, 111

Crude death rate

, 131

Culture

, 169

definition of

, 71

by design

, 71

hire on core values

, 80

and impact

, 69–71

managing

, 80

operating system

, 71–72, 80

orientation/integration or immersion

, 81

quarterly state of company review

, 80

review people’s performance and on core values too

, 80

use organisation’s fundamentals as correctional tool

, 81

Customer Management Plan

, 75

Customers

, 11–12, 56

Data analysis

, 150

Data collection

, 149–150

Data management

, 150

Decision-maker

, 69

Decision-making process

, 10, 13

Delegation

, 169–170

Digital resilience

, 64

Digital technologies

, 165

Directors

, 56

effective communication

, 89–90

Disclosure

, 55

Earthquakes

, 84

Economic-driven event

, 68

Educators

, 41

Effective communication

, 89–90

Egalitarian principles

, 99

Emerging workplace trends

, 68

Empirical studies

, 69

Employee–organisation relationship (EOR)

, 85

entrepreneurial skills

, 86–88

Employees

, 9–11, 43, 70, 115

efficiency

, 167–168

empowerment for productivity and growth for future opportunities

, 168–169

well-being

, 37, 63

Employer Assistance Program (EAP)

, 123

Entrepreneurial Skills

, 86–88

Environment

, 12

Environmental issues

, 52

Equality and human rights commission (EHRC)

, 122–123

Equity

, 101, 183

Ethical culture

, 69

Ethical leaders

, 28

Ethical leadership

, 3–4, 28–29

managerial implications for ethical leadership during crisis

, 30

review of literature

, 25

small businesses and covid-19 crisis

, 25–27

theoretical implications

, 30

theoretical underpinning

, 29–30

Ethics

, 3

challenges in pandemic times

, 181

implications of remote working, lockdowns and pandemic experiences

, 185–186

importance of responsible management of new work modes

, 182–183

need to reassess values

, 183

new challenges, for women

, 184–185

Ethnicity

, 111

Evidence-based system

, 104

Fairness

, 3

in leadership

, 3

to stakeholders

, 3

Family violence

, 5

Fate Foundation

, 51

Federal Capital Territory

, 26

Federal government of Nigeria

, 26

Feedback

, 90

Financial Resilience

, 62

Financial resources

, 52

‘First-come, first-served’ criteria

, 102

Floods

, 84

Fluid workplaces

, 69

Fluid workspaces

culture operating system

, 71–72

defining values and behaviours

, 75–79

definition of culture

, 71

immersive culture programs

, 79–80

leading with vision

, 72–75

managing culture

, 80–81

practices for virtual teams

, 81

understanding culture and impact

, 69–71

Food supplies

, 13

Fortitude

, 187

Forward-thinking organisations

, 68

Fragile health system

, 97

Future of work

, 166–167, 184

building resilience for

, 170–172

Future workplaces

, 167

Gen X

, 168

Gen Z

, 168

Gender

, 111–112

Gender-responsive approach

, 123

Globalisation

, 40

Good governance practices, benefits of

, 57–58

‘Good to great’

, 68

Google

, 71

Governance

and management differentiating

, 57

mechanisms for triaging

, 103–104

Government

, 57

‘Grab Drug’ Network

, 156

Gross domestic product (GDP)

, 130

Guidelines for addressing IPV in workplaces

, 122

acknowledged as area of responsibility with clearly defined policies and strategies

, 122–123

information and training

, 124

necessary components for identifying and responding to IPV

, 123–124

Guiyao leadership theories

, 29

Habits

, 186

Health care delivery

, 146

systems

, 16

Health indicators

, 130–131

Health inequalities

, 116–117

Health managers

, 17

Health service delivery

, 134

Health systems

, 145

Health–business intersections during pandemic

, 16

Healthcare governance

, 131–133

Healthcare leaders

, 17

Healthcare service delivery

, 146

impacts of Covid-19 on pillars of

, 134–136

positive impacts of Covid-19 on Nigerian healthcare sector

, 137–138

strategy to recover Nigerian healthcare sector

, 138

Healthcare services in Nigeria

demand and supply of

, 133

impacts of Covid-19 on pillars of healthcare service delivery in Nigeria

, 134–135

pre-Covid-19 healthcare funding in Nigeria

, 135–136

Healthcare systems

, 16, 132

in non-pandemic times, synopsis of

, 14–16

Healthcare workers (HCWs)

, 98

with Covid-19, prioritising

, 102–103

Heuristics

, 171

Hippocratic Collection

, 14

Hiring process

, 80

Hospitalisation

, 10

Huffington, Arianna

, 42

approach

, 39

brief biography of

, 36–37

distilling wisdom from perspectives of

, 37

interview

, 38–39, 43

orientation

, 42

reflections on ‘New Normal’

, 39

Human resources (HR)

, 39, 52, 85

department

, 10

Human resources management (HRM)

, 170

Humility

, 187

Immersion

, 81

Immersive culture programs

, 79–80

Immersive plan

, 78

Immigrant groups

, 114

Improvisation

, 171

India’s Culture of Climate Friendly Sustainable Practices’

, 42

Inequalities

, 5, 98, 116, 185

Infant mortality rate

, 131

Infectious disease public health emergency

, 100

Influence knowledge growth

, 146

Information

, 116

Information and training

, 124

Information technology

, 13

Innovation

, 16, 24, 28, 172–173

Innovativeness

, 6, 8

Institutional governance mechanisms

, 100

Institutional mechanisms

, 103

Institutional Resilience

, 62

Intellectual resources

, 52

Intensive care unit (ICU)

, 98

International council of nurses (ICN)

, 130

International Labour Organisation (ILO)

, 84, 120–123

International youth community

, 38

Intersectional analysis concerning COVID-19 pandemic

, 112–117

Intersectional approach

, 111–112, 117

Intersectionality

, 111–112, 185

Intimate family violence (IFV)

, 5

Intimate Partner Violence (IPV)

, 5, 119–124, 184

guidelines for addressing IPV in workplaces and application in work from home instances

, 122

working at home and risk of exposure to

, 121–122

James Cubitt Facility Managers (JCFM)

, 84

challenges during and post Covid-19

, 84–86

clear organisational structure

, 88–89

effective communication

, 89–90

entrepreneurial skills

, 86–88

principled entrepreneurship

, 86

strong organisational culture

, 89

Job profiles and role expectations

, 77

Job satisfaction

, 89

Journal of Management Inquiry (JMI)

, 43

Justice

, 180

Ketoacidosis

, 100

Lady health workers (LHWs)

, 147

Leadership

, 16, 37, 39

James Cubitt Facility Managers

, 84, 183

lockdown

, 185–186

Learning community

, 76

Leveraging technology

, 64

Life expectancy

, 131

Local council (LC)

, 149

Lockdowns, implications of

, 185–186

Lower- and middle-income countries (LMIC)

, 97–98, 100

Malaria

, 145

Management

, 17

managing Covid

, 4

Market demand

, 27

Mask production

, 13

Maternity mortality rate

, 131

MBA

, 40

McKinsey’s Global Investor Opinion Survey

, 60

MD of JCFM

, 85–86, 89–90

Medical ethics

, 179–181

Medical tourism

, 16

Medication, access to essential medical equipment and

, 135

Mental health

, 37, 44

management

, 69

Methodological approach

, 130

Micro, small, and medium enterprises (MSME)

, 51, 84

Midwives Service Scheme

, 133

Mind Body Interventions (MBI)

, 43

Mindfulness

, 43

Mindset

, 38, 70

new normal

, 3, 37

Ministry of health (MoH)

, 145

Minority entrepreneurship

, 24

Narendra Modi (Prime Minister of India)

, 42

Narrow social utility concept

, 102

National community health workers’ programme

, 144

National GDP

, 61

National Health Insurance Scheme (NHIS)

, 132

National Health Security Office (NHSO)

, 155

Natural disasters

, 84

New Normal model

, 37, 45, 120

New Partnership for African Development (NEPAD)

, 53

New Public Management (NPM)

, 164

Nigeria

, 84

corporate governance in

, 52

covid-19 pandemic got to

, 87

demand and supply of healthcare services in

, 133

healthcare governance, structure and delivery in

, 131–133

occupational health

, 2, 122

Nigeria Centre for Disease Control

, 26

Nigeria Pay for Performance Scheme

, 133

Nigerian economy

, 83

Nigerian government

, 26

Nigerian health sector

, 136

positive impacts of Covid-19 on

, 137–138

strategy to recover

, 138

Nigerian-trained doctors

, 133

Non-maleficence

, 180

Non-pandemic times, synopsis of healthcare system in

, 14–16

Occupational health

concerns

, 2

and safety laws

, 122

Operating system

, 71

organisational culture

, 89

Operational Audit

, 77

Operational distance

, 170

Operational Resilience

, 63

Organisation for Economic Co-operation and Development (OECD)

, 53

Principles of Corporate Governance

, 54–55

Organisation’s fundamentals as correctional tool, use

, 81

Organisation’s stakeholders

, 55

clients

, 56

community

, 57

directors

, 56

employees

, 56

government

, 57

shareholders

, 56

suppliers

, 57

Organisational commitment

, 89

Organisational culture

, 89

Organisational ethics

, 28

Organisational leadership

, 17

Organisational learning process

, 42

Organisational practices

, 170

Organisational psychology

, 70

organisational structure

, 88–89

pandemic

, 52, 68

Organisational Resilience

, 62

Organisational strategy

, 39

Organisational structure

, 88–89

Organisations

, 12, 51, 64, 68, 86

economic strategies

, 70

relevance of spiritual dimension significance to business schools and

, 42–44

Orientation/Integration

, 81

Ownership

, 53–54

Pandemic

, 11, 52, 68, 103, 178

corporate governance lessons from

, 58–61

elements of business resilience

, 61

experiences

, 185–186

times

, 181

Pandemic, health–business intersections during

, 16

Patience

, 187

People

, 76

management

, 17, 31, 69

performance and on core values, review

, 80

Peri-health

, 178, 187

Personal protective equipment (PPE)

, 100, 135

Physical distance

, 170

Physical fitness

, 44

Plan

, 13, 30, 63, 85

Post Covid-19, challenges during and

, 84–86

Post-Award ceremony

, 37

Post-COVID economy

, 70–71

Post-financial crisis

, 40

Post-traumatic stress syndrome (PTSD)

, 120

Poverty

, 145, 149

principled entrepreneurship

, 86

public health

, 15

Primary health care

, 14, 133

Principled entrepreneurship

, 86

Private providers

, 15

Private sectors

, 15

Proactiveness

, 87

Productivity

, 170

Professional mechanisms

, 103

Programs

, 40

Proportional mortality rate

, 131

Proportionalism

, 179

Protocols

, 102

Public health care

, 15

Public Health England (PHE)

, 110, 113

Public hospitals

, 15

Public sectors

, 15

Quarterly state of company review

, 80

Rabasso

, 41

Racism

, 110

Reciprocity concept

, 102–103

Reengineering process

, 136

Reinterview employees

, 77

Remote work

, 85, 166

Remote working, implications of

, 185–186

Reputational Resilience

, 62–63

Resilience

, 87, 178, 186–187

building resilience for future of work

, 170–172

Resilient people

, 88

Resilient strategies

, 24

Respect for autonomy

, 180

Response

, 149–157

responsible healthcare

, 129–138

Responsible healthcare

, 129–138

impact of Covid-19 on healthcare service delivery in Nigeria

, 136

demand and supply of healthcare services in Nigeria

, 133–136

healthcare governance, structure and delivery in Nigeria

, 131–133

healthcare indicators, system constraints and responses

, 130–131

theoretical framework

, 131

Responsible leadership (see also Ethical leadership)

, 3

handling stakeholder fairness tensions

, 9–14

health–business intersections during pandemic

, 16

leadership qualities for responsible and fair stakeholders management

, 6–8

leading way

, 16–17

synopsis of healthcare system in non-pandemic times

, 14–16

Responsible management

importance of new work modes

, 182–183

practices

, 4

of work mode shifts

, 3

Responsible management education

, 37, 39–40

incubators of

, 44

Responsiveness

, 186

Restrictions

, 121

Rethinking

, 37

Risk management

, 55

Robust training programmes for triage personnel

, 104

Safety

, 2, 10, 89, 120, 184

Scholars

, 27

School of Business & Society

, 45

Secondary health care

, 133

Self-leadership

, 17

Severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2)

, 109

Sex-specific chromosome

, 114

Shareholders

, 12–13, 56

Sharing Information on Progress (SIP)

, 41

Shinrin-yoku (Japanese Forest bathing ritual)

, 43

SiSa

, 78

Small businesses

, 24–27

Small resilient businesses

, 28

Small-and medium-sized enterprises (SMEs)

, 4, 24, 27, 52, 61

resilience

, 87

Social buddies

, 10

Social categories

, 113

Social categorizations

, 111

Social distancing

, 10, 26, 145, 150, 182

Social entrepreneurship

, 24

Social isolation

, 168

Social issues

, 52

Society

, 12

Socio-demographic characteristics

, 150

Socio-economic context

, 185

Solid People Program

, 76–79

profiling form template used at SiSa

, 77

Sound governance practices

, 58

Spirituality

, 39

Stakeholder (s)

, 9, 52, 55, 123–124

balancing interests of

, 63

creditors

, 13–14

customers

, 11–12

employees

, 9–11

environment

, 12

fairness tensions

, 9

management

, 54

shareholders

, 12–13

society

, 12

Staying strong

, 178

Strategy

, 28–29, 69

Strategy-setting process

, 55

‘Strong foundation or core’ theme

, 68

Stronger communication methods

, 64

Stronger governance, recommendations for

, 63–54

Subjective norms

, 29

Suppliers

, 57

Sustainability

, 39

business schools can lead in integration of sustainability in purpose and practice

, 40–42

Sustainable leadership (see also Responsible leadership)

, 38

Arianna’s view on

, 44

incorporates elements of

, 44

perspective of

, 44

Talent management plan

, 78

Teaching mechanisms

, 41

Technology Resilience

, 62

Telecommunications

, 13

Telecommuting

, 166–167

Telephone calls

, 150

Telework

, 166

Teleworkers

, 84

Tesla Sustainable Leadership Award

, 36

Theory of planned behaviour (TPB)

, 29

Thrive

, 38–39, 43

Thrive Global

, 36

Thrive Platform

, 37

Trainee programs

, 78

Transparency

, 55

Transplanting values

, 69

Triage

, 99

protocols

, 102

support for triage staff

, 103

Triaging

covid-19 triage guidelines

, 101–102

deconstructing ethical principles of

, 99

early experiences of covid-19 public health response

, 99–100

governance mechanisms for

, 103–104

prioritising HCWs with Covid-19

, 102–103

recommendations

, 104

support for Triage Staff

, 103

Tricker

, 57

Trust

, 169–170

Tuberculosis

, 145

Uber

, 36

Uganda

, 144–145

Uganda Health Sector Strategic Plan

, 147

UK Corporate Governance Code (2016)

, 53

UK Corporate Governance Code (2018)

, 53

UN General Assembly

, 42

Uncertain

, 85

Uncertainty, change and

, 84

UNESCO

, 42

United Nations Development Program (UNDP)

, 144

United Nations Principles of Responsible Management Education’s (UN PRME)

, 41

University of Redlands

, 45

Upskilling workforce of future

, 172–174

Utilitarianism

, 99

Vaccines

, 99, 114

Values

, 75

developing solid people program

, 76–79

highlighting values as action words

, 75

Village health teams (VHTs)

, 143–157

challenges encountered in VHT line of duty

, 156

code book development

, 154

commitment levels of VHTs volunteers despite material and financial constraints

, 157

complex adaptive theory and health care delivery

, 146–147

data collection

, 149–150

data management and analysis

, 150

ethical considerations

, 150

findings

, 150

and health monitoring

, 154–155

and healthcare intervention

, 147

inductive data analysis

, 150

and information provision

, 155–156

methodology

, 149

policy framework for community health care in Uganda

, 147–148

response to COVID-19 in rural communities

, 151–153

services of CHWs/VHTs in Covid-19 Intervention

, 148–149

socio-demographic characteristics

, 150–154

strategy and Operational Guidelines

, 145

study design and sampling

, 149

Village health volunteers (VHV)

, 148

Violence and harassment

, 122

Virtual distance

, 170

Virtual teams, practices for

, 81

Virtual working

, 69

Virtues

for businesses and health organisations

, 186–187

values activated into

, 187

at work

, 182

Vision

, 79–80

components of

, 74

leading with

, 72–75

Volatility, uncertainty, complexity, and ambiguity (VUCA)

, 84

Vulnerabilities

, 5, 16, 117

Well-being

, 36–37

Western Medicine 14

Wisdom

, 38

Work

, 10, 164, 167–168

future of

, 166–167

mode shifts

, 178

value shifts

, 4

Work from anywhere (WFA)

, 85

Work from home (WFH)

, 69, 85, 166

Workforce

, 167–168

Workplace

, 113, 121, 123, 164

Workplace practices

, 69

Workspace

, 167–168

World Economic Forum (WEF)

, 171

World Health Organization (WHO)

, 14, 26, 109, 120, 131, 144

declaration of Covid-19

, 99