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This study draws lessons from e-tailer adaptations to the enhanced protection needs of employees and customers and capability development, during events such as social distancing causing crises (SDCC) and provides a conceptual framework.

A grounded theory-based approach has been used wherein 130 news articles and 48 journal papers were analyzed to understand the real-world measures and impact.

E-tailers adapt to provide their workforce an environment that caters to their increased need for physical and mental well-being and take measures for customers health protection. They also take initiatives toward mitigation of the high incidence of cyber fraud faced by the vulnerable customers. In the process, they develop several capabilities during and post-crises.

The study focuses only on the impact of COVID-19 on e-tailing. This is a limitation and other industries and crises may be studied in the future.

The study holds significant potential for future research as the three research propositions offered can enable hypothesis generation for larger quantitative studies. The adaptation to the enhanced protection needs of employees and customers result in the development of several capabilities such as a more equitable work environment, a more loyal, productive and adaptable workforce, increased customer retention and acquisition and a better image. Hence this study has several organizational development practical implications as it provides managers lessons to survive and thrive from future crises.

Few studies have investigated e-tailers adaptations for enhanced protection needs of employees and customers and its impact during and after SDCC. This empirical study extends a body of literature which is scarce.

This study explores workforce related adaptation by e-tailers during social distancing causing crises (SDCC) and provides a conceptual framework.

A grounded theory based approach has been used wherein about 120 news articles were analyzed to understand the real-world measures taken. 50 journal papers were also referred to. A typical qualitative methodology, including open, and axial was used.

In the early stages, panic buying emerged as the key disrupting factor which necessitated staff shortage management. In the long term, e-tailers can adapt to prevent reverse worker migration and modify their hiring and training processes.

This study synthesizes knowledge on workforce-related adaptation by e-tailers and offers considerable potential for future research as well as the development of case studies and consulting services for the industry. Two research propositions are offered that can guide hypothesis generation and further studies can be conducted in sectors other than retail also.

This study puts forward propositions based on theoretical dimensions for managers adapting to workforce-related problems during SDCC. The pandemic has led to vast unemployment and the shutting down of a number of businesses across the globe due to economic downfall. Hence, this study has economic and social implications.

This study is unique as it is one of the few that delves into e-tailers’ workforce- related adaptation as SDCC evolves and contributes to a body of literature which is scarce.

This study explores coopetition opportunities between e-tailers and brick-and-mortar (BM) retailers and provides a conceptual framework. These opportunities may be triggered by events such as social distancing causing crises (SDCC).

A grounded theory based approach was used wherein 119 news articles and 48 academic papers are the main sources of data to analyse the real-world responses. A typical qualitative methodology, including open and axial coding, was used. To further analyse the insights obtained, six in-depth interviews were conducted.

Non-customer-interfacing-based coopetition, such as small BM stores serving as e-marketplace sellers and customer-interfacing-based coopetition, such as large BM stores serving as showrooms, are some potential coopetition opportunities.

The majority of the available studies dwell more on offline retailers developing online channels. This study investigates the opposite situation and conceptualises a new understanding of how e-tailers and BM retailers can work together more harmoniously. This study can be used as a springboard by academicians for future research on a larger scale. Five research propositions are offered that can guide hypothesis generation. Development of case studies and consulting services for the industry are the other research opportunities.

Social distancing as a measure may vanish from the world with time; however, social distancing's implications are still pertinent given that new diseases, including new variants of pandemic potential, could continue to emerge. The study puts forward propositions based on theoretical dimensions and second-order themes derived from first-order categories. These propositions are about the drivers of coopetition and the opportunities with both large and small BM stores that e-tailers can leverage during a crisis, given that launching e-tailers' own BM stores demands large investments. This study has social and economic implications too.

This study investigates coopetition, an important trend but lacking adequate research. Whilst only few studies examine coopetition from a crises' perspective, this study investigates develops a new understanding of coopetition opportunities between e-tailers and BM retailers. This study adds to the scarce literature how such opportunities may be triggered by events such as SDCC.

After reading and analyzing the case study, the students would be able to understand the complexities of leadership and decision-making in a diverse workplace, specifically when promoting differently abled employees; explore the importance of fostering an inclusive environment, addressing biases and developing empathy in the context of leadership and diversity; explore the challenges and considerations involved in managing a team with diverse backgrounds and abilities; and evaluate the potential impact of promoting employees with disabilities on the morale and retention of other team members.

This case study is about a hearing-impaired individual, Jessica, who was recently hired by a medium-sized organization, Zerial Education. She was the organization’s first hire with a disability, and some of her colleagues were skeptical about how she would fit in. There was a clear bias against her because of her disability, and she faced many challenges while proving herself and earning the respect of her colleagues. Despite the initial skepticism and bias, she quickly proved herself to be a valuable member of the team. As the appraisal period arrived, Stan Logan, her reporting manager, faced a tough decision. He wanted to be fair and avoid to seem to be biased, yet he was also committed to fostering diversity and inclusion. If he promoted Jessica, it would affirm the company’s commitment to diversity and inclusivity, and it would also validate Jessica’s impressive year of work. However, this might come at the cost of creating tensions among the other top performers who were also deserving of the promotion and potentially complicating client interactions owing to Jessica’s hearing impairment. Logan had to navigate these complexities and make a decision that aligned with both the company’s values and operational needs, while also considering the potential consequences on team morale and client relationships.

The case is suitable for use by students at an MBA level. Human resource management: In this course, students might learn about the legal and ethical issues surrounding disability in the workplace, as well as strategies for recruiting and retaining employees with disabilities. Organizational behavior: In this course, students might learn about the psychological and social factors that influence how individuals with disabilities are perceived and treated in organizations, as well as how to promote diversity and inclusion within a company.

Teaching notes are available for educators only.

CSS 6: Human resource management

This paper studies the impact of social distancing causing crises (SDCC) such as pandemics in its early stages on e-tailers demand and supply side operations and provides a conceptual framework for adaptation.

A grounded theory-based approach has been used, wherein journal papers and news articles are the key data sources. Standard qualitative methodology, including open, axial and selective coding has been followed.

The study provides second order themes derived from first-order categories, the theoretical dimensions and their interrelationships on how e-tailers need to adapt to variations in online buying behaviour, manage manpower shortage and daily necessities inventory shortage, during SDCC. Panic buying emerges as a key disrupting factor as it has multiple repercussions on demand and supply side operations of e-tailers.

Exploratory qualitative research such as this is helpful in early development of a research stream and paves the way for future quantitative studies.

This study makes a valuable contribution on e-tailers adaptation to SDCC with significant managerial implications. There are social, economic and policy implications too. For academicians, this study provides a conceptual framework and serves as a springboard for future research.

The study is unique as perhaps it is one of the first to study e-tailers adaptation to SDCC. It contributes to a body of the literature which is currently scarce but expected to grow exponentially in the coming years.

The present study operationalizes and tests the impact of extrinsic (store environment, promotional activities) and intrinsic (hedonism, materialism) variables on impulsive buying during the COVID-19 period. It also considers the dual-factor approach (panic and impulsive buying tendency) using the “Stimulus-Organism-Response” approach and “Dual-Factor Theory”.

Purposive sampling was used to obtain data from 362 responses from retail shoppers and analyzed by path analysis. The moderation of novel constructs (scarcity and COVID-19 pandemic) examines the backdrop of retail impulse shopping.

The store environment has a detrimental effect on panic and impulsive buying. Promotional activities have a beneficial effect on impulsive buying tendency. Similarly, hedonism and materialism have a substantial positive effect on panic and impulsive buying tendencies. Between stimulus (intrinsic and extrinsic) and response variables, organism factors (panic and impulsive buying inclinations) influenced positively (impulsive buying); in terms of moderation, scarcity and the COVID-19 pandemic exhibit substantial moderation between organism and response.

The results contribute substantially to the existing domain of customers’ panic and impulsive purchasing behavior for the scarcity of essential items during the COVID-19 epidemic. Research in this field is limited, varied and inconclusive. New insights were obtained as this research blends the “Stimulus-Organism-Response” and Dual factor theories.