Sustainability learnings from the COVID-19 crisis: Opportunities for resilient industry and business development

Publikation: Beiträge in ZeitschriftenZeitschriftenaufsätzeForschungbegutachtet

Authors

Purpose
The purpose of this paper is to identify sustainability learnings from origins of epidemics such as COVID-19 and deduct conclusions for businesses to create sustainable futures in three industries, which are strongly affected by Covid-19. Two main questions guide the discussion: How can we break the paths of viral epidemics through accounting for sustainability issues in the supply chain? How can we learn from sustainable supply chain failures to transform industries for sustainable futures?
Design/methodology/approach
This viewpoint provides a conceptual discussion of opportunities and the necessity to develop resilient businesses for three indsutries, which have been particularly affected by the Covid-19 crises.
Findings
To defeat future pandemics, three paths how epidemics develop need to be broken in order to create sustainable development structural transitions beyond degrowth are needed.
Practical implications
The practical implications for this paper are the learnings for management to develop more resilient businesses.
Social implications
By breaking the three paths of pandemic development and by contributing to sustainable futures of sectors, the likelihood of future pandemics can be reduced.
Originality/value
By considering origins and the past of pandemics and with sustainability transformations of businesses, contributions can be made for more sustainable futures of industries.
OriginalspracheEnglisch
ZeitschriftSustainability Accounting, Management and Policy Journal
Jahrgang12
Ausgabenummer5
Seiten (von - bis)889-897
Anzahl der Seiten9
ISSN2040-8021
DOIs
PublikationsstatusErschienen - 26.08.2021

Bibliographische Notiz

Funding Information:
The author is thankful to Carol Adams and two anonymous reviewers for their constructive and helpful feedback.

Publisher Copyright:
© 2020, Emerald Publishing Limited.

DOI