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While major crises are not uncommon, the rapid spread, scope and both health and economic devastation that Covid-19 brought makes it a unique opportunity in which to examine its impacts. This editorial introduces the five papers that encompass this special issue which focuses on the impact of the Covid-19 pandemic on management and organisational related issues. In this editorial, we situate the five papers within the Covid-19 context, synthesise the key contributions arising from each piece of work and provide a succinct, broad research agenda as individuals and organisations continue to navigate their way through and out of this global health crisis.
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The impact of the Covid-19 Pandemic on management and organisational related issues

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The COVID-19 pandemic has led to a substantial increase in the use of remote work for occupations where this modality is feasible. This paper speculates on the likely outcome of this unplanned experiment by asking what might happen if we never go back to the office. I predict that: (1) managers will find an adjustment to permanent remote work difficult, (2) some tasks will become increasingly difficult to perform, (3) female employees will suffer, (4) many employees will respond positively to doing away with the office, but this response will be far from universal, and (5) organizations will thrive, particularly organizations that are already rich and powerful.
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Life After COVID-19: What if We Never go Back to the Office?

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Drawing on conservation of resources theory (COR), this study takes a nuanced approach to understanding job insecurity by proposing rumination as a mediator in its relationship with well-being during the COVID-19 global pandemic. The moderating role of psychological capital as a resource to buffer this negative relationship is also explored. A cross sectional study of employees in Ireland during the early months of the COVID-19 pandemic found that job insecurity rumination mediated the relationship between affective job insecurity and emotional exhaustion. There was no support for the hypothesis that psychological capital could moderate the relationship between job insecurity and emotional exhaustion. Thus, this research advances the job insecurity literature by identifying a potential mediator and moderator in the process of how employees may experience job insecurity particularly during a global pandemic.
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How job insecurity affects emotional exhaustion? A study of job insecurity rumination and psychological capital during COVID-19.

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COVID-19 has resulted in global lockdowns, social distancing and demand fluctuations. Existing crisis management research often provides a retrospective account of strategy making after a crisis. Limited studies have explored the factors which aid policy responses during an ongoing crisis. This research helps fill this gap by exploring the influence Covid-19 had on job vulnerability during the first wave of the COVID-19 crisis (spring and summer of 2020). We explore Northern Ireland (NI) which historically has experienced disadvantages. We utilise point-in-time modelling which considers contextual variations. The findings reveal that a reduction in social distancing reduces the vulnerability of over 30,000 jobs, however, ongoing uncertainties regarding demand will have a more significant longer-term impact on job vulnerabilities. We identify how COVID-19 may impact sectors, groups and geographies differently. We provide policy recommendations on how to alleviate the impact COVID-19 has for job vulnerability across the NI economy.
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Ulster University Business School, Ulster University

Who is Most Vulnerable? Exploring Job Vulnerability, Social Distancing and Demand During COVID-19

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The aim of this paper is to explore the impact that the initial stages of the COVID-19 crisis had on entrepreneurs. We present the experiences of fifteen entrepreneurs. The data was collected, using interviews. We focus on the impact that the temporary business closures which were introduced had on the entrepreneurs’ ability and propensity to continue. The interviews took place during a period of great uncertainty for the entrepreneurs and at times when their availability was extremely limited. We present data characterising the entrepreneurs; their experience during a time of crisis; and the enablers and disablers to the continuation of their entrepreneurial journey. Our analysis is based on four themes from the literature: the psychological wellbeing of the entrepreneurs; their changing attitudes to entrepreneurship; the changes they made to their business; and the supports that they needed. The outcome is novel insights into the impacts of the COVID-19 crisis.
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Department of Global Business and Enterprise; Department

Entrepreneurs responding to the COVID-19 crisis: evidence from Ireland

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The COVID-19 global pandemic raises fundamental questions about the future of global mobility. This paper considers publicly posted blog posts from members of the Irish diaspora during the early months of the global pandemic in 2020. Using real-time self-reporting blogs permitted an unobtrusive snapshot into the living experiences of members of the Irish diaspora during this time. Content analysis was undertaken on a total of fifty-nine individual blogs, and key themes across the blogs are explored. The primary theme of technology as both enabler and inhibiter is unpacked, in relation to global communication, work-life balance and working from home – anywhere in the world. A research agenda pertaining to the future of global mobility is proposed.
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Tales from the Irish diaspora during COVID-19: Prompting a future research agenda for global mobility

AHEAD OF PRINT

Volume 42 (2023): Issue 2 (December 2023)

Volume 42 (2023): Issue 1 (July 2023)

Volume 41 (2022): Issue 2 (December 2022)

Volume 41 (2022): Issue 1 (July 2022)

Volume 40 (2021): Issue 2 (December 2021)

Volume 40 (2021): Issue 1 (July 2021)

Volume 39 (2020): Issue 2 (December 2020)

Volume 39 (2020): Issue 1 (August 2020)

Volume 38 (2019): Issue 1 (December 2019)

Volume 37 (2018): Issue 1 (June 2018)

Volume 36 (2017): Issue 3 (December 2017)

Volume 36 (2017): Issue 2 (September 2017)

Volume 36 (2017): Issue 1 (June 2017)

Volume 35 (2016): Issue 2 (September 2016)

Volume 35 (2016): Issue 1 (April 2016)

Volume 34 (2015): Issue 1 (December 2015)

The Irish Journal of Management

 The Irish Journal of Management (IJM) aims to publish well-written and well researched articles that will contribute to the understanding of management-related issues in both Irish and international contexts. The journal welcomes contributions from a wide range of management viewpoints, including inter-disciplinary and multi-disciplinary perspectives as well as traditional disciplines and functions. The journal seeks the following types of submissions:   Research Papers: Publishing quantitative, qualitative and mixed methods empirical research, literature reviews (traditional/narrative, systematic, meta-analysis, meta-synthesis), and conceptual papers. Page count should be less than 40 pages, double spaced, including references, tables, figures and appendices.  Teaching Submissions: These may include case study contributions, critiques and retrospective contributions on pedagogical issues related to teaching issues across management discipline areas. Teaching submissions should be between 30-40 pages, double spaced (including references and appendices) and provide a unique pedagogical or practical contribution, supported by state-of-the-art literature in the field.  Book Reviews: word count (1,000 – 2,000 words).  Special Issue Journal Submissions: The editors of the journal seek submissions for special issue themes that are in keeping with the overall focus of the journal and draw attention to important topics. Special issue proposals should be emailed to ijm@iamireland.ie before the 30th of September annually. Any submissions received after that deadline will be reviewed at the next date. Special issue proposals should include a detailed call for papers, listing potential themes for authors to consider, CVs of special issue editor(s) and a strategy to attract papers to your special issue.   The IJM is a peer-reviewed journal, with a "double-blind" review process involving at least two reviewers. The journal publishes two issues each year, in addition to occasional special issues  The journal offers Gold Open Access, free readership rights immediately upon publication, and follows CC BY NC ND (authors do not possess commercial rights). The author may post the final version of their paper to any repository or website. The article’s full text, metadata, supporting data and citations is machine readable, accessible via API and full text XML.  The journal does not have article processing charges (APCs) nor article submission charges.  Journal Subjects include:   Accounting, Finance and Corporate Governance  CSR, Business Ethics and Sustainability  Education, Teaching and Learning  Entrepreneurship &amp; Small Business Management  Healthcare and Public Sector Management  Leadership &amp; Organisational Behaviour  Marketing and Services Management  Strategy and International Business  Technology and Innovation Management  Work, Employment and Organisation   Audience   Academics, researchers, practitioners, and policy makers   Archiving  Sciendo archives the contents of this journal in Portico - digital long-term preservation service of scholarly books, journals and collections.  Plagiarism Policy  The editorial board is participating in a growing community of Similarity Check System's users in order to ensure that the content published is original and trustworthy. Similarity Check is a medium that allows for comprehensive manuscripts screening, aimed to eliminate plagiarism and provide a high standard and quality peer-review process. 