The COVID-19 pandemic provides an illustration of how chaotic
changes to large systems are caused by small, seemingly
insignificant environmental events such as the initial case(s) of
COVID-19 in China. From this small starting point for the pandemic,
there have been (and continue to be) millions of lives lost and
trillions of dollars spent trying to alleviate the effects of the
COVID-19 pandemic. World government and corporate leaders are
striving to deal with this pandemic, but uncertainty is felt across
the globe. Unprecedented strategies (e.g., the United States
government's multi-trillion-dollar stimulus package (s)) have been
used to halt the spread of COVID-19. These small events cascade
throughout larger and larger systems leading to unforeseeable
consequences. Organizations must experiment and make decisions on
how to react. Decisions must be made and implemented to see what
the effects of these decisions are. The chapters in this volume
provide important insights for all organizations during this time
of crisis. The chapters express bottomup and top-down approaches to
a crisis-initiating environmental change by organizations. The
chapters provide insight into the way organizations perceive the
effect of COVID-19 as 1) a permanent or transitory change in the
organization's environment; and 2) as a crisis or opportunity.
Taken together, the chapters provide both scientists and
practitioners with a starting point for understanding the impact of
COVID-19 on organizational theory and on management practice for
readers.
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