COVID-19 pandemic has brought significant and multiple challenges for SMEs. While SMEs have traditionally faced financial and non-financial crises, the pandemic has brought about additional uncertainties on how to maintain business continuity. The purpose of this paper is to examine how SMEs can mitigate against COVID-19-related crisis by examining the impacts that the pandemic has had on them through a review of 34 articles. The thematic analysis from the literature covered three overarching and inter-related challenges including (i) cost and finance-related challenges, (ii) disruption of activities, and (iii) existential difficulties. The paper’s value lies in addressing the gap between the espoused literature’s claim of the beneficial impact of new technological advancements and SMEs’ ability to survive in the context of the COVID-19 pandemic. The additional value of this paper is a framework of recommendations to help enhance SMEs’ resilience and responsiveness in the context of COVID-19. These recommendations include collaboration, openness, taking advantage of opportunities/victory, and durability.

The Circular Economy (CE) is heralded as an important concept with the potential to guide businesses and society toward a more sustainable future. However, while collaboration is widely accepted to play a central role in advancing circularity, little is known about how organizations effectively work together to achieve these outcomes. This is particularly problematic given that any shift toward collaboration requires systematic approaches based on effective collaborative processes between organizations. This conceptual paper addresses this gap by providing a comprehensive investigation of collaboration and circularity. The paper is based on a systematic literature review of 66 scientific publications as the foundation for analysis. Based on the analysis, the paper contributes to the CE literature by offering a novel approach to conceptualizing collaboration and circularity. A conceptual framework is provided which differentiates CE strategies at three stages of the product lifecycle. The paper makes a second contribution to the CE literature by examining the role that multilevel collaboration plays in facilitating a transition from a linear economy to a CE and, in particular, the significance of government in managing collaboration opportunities between partners. We highlight intermediaries as important accelerators in this transition. Future research directions are provided, including how government and intermediaries—among others—collaborate for CE transitions.

Universities that sign the Talloires Declaration signify their commitment to education for sustainable development. This research explores whether the signification is a strategic desire to be seen to be doing the right thing, or a genuine commitment to enhancing sustainability and helping the environment. This semi-structured interview research involves communication with the sustainability managers in the majority of Talloires signified universities in Australia. Since Australia has a comparably high rate of commitment to the Talloires Declaration, the findings represent rich and deep insight into reasons and motivations that can inform the adoption process around the world. Applying institutional theory and related concepts of structuration, isomorphism, and signaling, the findings are analyzed to reveal the range of environmental initiatives and the underlying explanation of themes. Current strategies and future directions for universities are indicated. Findings are that higher education is a key mechanism in business and society for finding and harnessing knowledge-based solutions. The challenge is that institutionalization has created resistance to change through coercive, normative, and mimetic isomorphism, along with rhetoric. Structuration factors should be considered in the context of making positive changes for sustainability in the university sector.

Hotels have implemented substantial sustainability initiatives. However, these efforts might be compromised during a crisis. How did sustainability in hotels fare during the COVID pandemic? To investigate, we reviewed national and regional hotel associations’ publicly available stakeholder communications during the COVID crisis. We collected data over four time periods to identify foci and changes. From website content analysis, viewed through a critical sustainability lens, six communication themes emerged. These were (1) operational procedures and technology; (2) staffing; (3) financial support; (4) health and hygiene; (5) marketing; and (6) community network building. Our findings revealed that hotel associations’ public communications were dominated by economic aspects, indicating a demotion of sociocultural and environmental elements of triple bottom line (TBL) considerations. That is, sustainability became largely silenced during the crisis, thus raising questions as to the centrality and meaningfulness of the previous sustainability efforts. The research contributes an in-depth insight that the hotel sector prioritizes economic elements during a crisis, which is problematic if a crisis is long-term and for any recovery efforts. We recommend centralizing sustainability in communications to sensitize and signal attention to strategic core needs.

This paper identifies implementation difficulties associated with multichannel marketing as perceived by senior marketers. While, multichannel marketing is being increasingly used because of its revenue enhancing and cost reduction opportunities, it appears more difficult to implement than ‘traditional’ single channel marketing. Traditional strategy implementation frameworks as typified by Miles and Snow and Porter, do not appear to address the implementation complexities of multichannel strategies especially when considering the dynamism of contemporary external environments. Using the methodology of thematic analysis, three implementation difficulty themes were identified: (1) understanding multichannel customer behaviour; (2) delivering sales, service and pre-purchase information; and (3) dealing with organisational politics and conflict caused by emerging channels. We propose that dynamic strategic frameworks can better address complexity and uncertainty, and overcome implementation difficulties. The paper concludes with general and specific research propositions to test the effectiveness of dynamic strategic frameworks in terms of the three themes.