Adaptation of Organizational Operations in the Context of Covid 19: A Case Study of Centre for Infectious Disease Research in Zambia (CIDRZ)
1Alexshina Munyati, 2Chrine, C. Hapompwe
1,2Graduate School of Business, University of Zambia
10101 Great East Road Campus, Lusaka, Zambia.
https://doi.org/10.47191/jefms/v8-i2-04
ABSTRACT:
This study poised to investigate the adaptation stratagems employed by the Centre for Infectious Disease Research in Zambia (CIDRZ) to sustain its operations during the COVID-19 pandemic. The study envisaged to: (1) examine operational challenges faced by CIDRZ due to COVID-19, (2) assess the efficacy of CIDRZ’s adaptation strategies to sustain operations, and (3) explore effective methods for organizational adaptation during life-threatening pandemics. Using a mixed-methods approach, the study combined quantitative data from 101 respondents (91.8% response rate) out of 110 supervisory-level employees surveyed, with qualitative insights from in-depth interviews conducted with 15 top management personnel. Both probability and non-probability sampling methods were employed to ensure a diverse and representative sample of CIDRZ departments and projects. Findings revealed that CIDRZ faced significant challenges, including reduced employee morale and logistical constraints. Secondly, the study established that adopted adaptation strategies were generally effective, although there were areas for improvement, particularly, regarding resource management. Thirdly, the study emphasizes the value of flexibility, robust IT infrastructure, and employee support systems in fostering organizational resilience during such difficulty moments. Based on these findings, the study recommends that CIDRZ enhances resource management, invest in advanced digital tools, and strengthen strategic partnerships to improve future crisis response. In conclusion, the study underscores the critical role of adaptive strategies and digital infrastructure in crisis resilience, providing insights for policy makers and organizational leaders on preparing more robust contingency plans for future disruptions. CIDRZ effective implementation of key adaptation strategies—such as remote work arrangements, health safety protocols, and resource reallocation in order to maintain its essential healthcare services and research activities, was of paramount import in trying to mitigate the deadly contagious effect of the pandemic.
KEYWORDS:
Adaptation, Organizational Operations, COVID-19 Pandemic, Remote Work, IT Infrastructure, CIDERZ, Lusaka, Zambia.
REFERENCES:
1) Aouad, J., & Bento, F. A. (2019). Complexity perspective on parent–teacher collaboration in special education: Narratives from the field in Lebanon. Journal of Open Innovation: Technology, Market, and Complexity.
2) Axelrod, R. M., & Cohen, M. D. (2000). Harnessing complexity: Organizational implications of a scientific frontier. New York, NY: Free Press.
3) Bailey, B. L. R., & M. J. (2000). Theoretical perspectives on gender and development. International Development.
4) Bourdieu, P., & Passeron, J.-C. (1977). Reproduction of education, society, and culture. London: Sage Publications.
5) Burnes, B. (2011). Understanding the emergent approach to change. In D. M. Boje, B. Burnes, & J. Hassard (Eds.), The Routledge Companion to Organizational Change (pp. 133–145). Abingdon, UK: Routledge.
6) Campbell, C. (2017). How to sustain change in large Organisations. Bizfluent.
7) Chriscaden, K. (2022). Impact of COVID-19 on people's livelihoods, their health, and our food systems. Geneva: World Health Organization.
8) Christensen, C. (1997). The innovator’s dilemma: When new technologies cause great firms to fail. Boston: Harvard Business School Press.
9) Centre for Infectious Disease Research in Zambia (CIDRZ). (2020). CIDRZ financial report, 2020. Lusaka: CIDRZ VenYou.
10) Centre for Infectious Disease Research in Zambia (CIDRZ). (2021). CIDRZ annual report 2021. Lusaka: CIDRZ for a Healthy Zambia.
11) Cotton, B. (2021). Biggest businesses that went bust due to COVID-19. Business Leader.
12) Delgado-Rodríguez, M., & Llorca, J. (2004). Bias. Journal of Epidemiology and Community Health, 58(8), 635–641.
13) Foreit, J., & Foreit, A. (2002). Designing HIV/AIDS intervention studies. Washington, DC: Humberger.
14) Fuller, C. (2009). Sociology, gender and educational aspirations: Girls and their ambitions. London: Continuum International Publishing Group.
15) Gaudet, C. (2014). The predictable profits playbook. London: Telemachus Press.
16) Habibzadeh, P., & Stoneman, E. (2020). The novel coronavirus: The bird's view. International Journal of Occupational and Environmental Medicine.
17) Hapompwe, C., Kukano, C., & Siwale, J. (2020). Impact of Covid-19 on Zambia’s 2020 General Education Examination Candidates’ Academic Performance in Lusaka: E-Learning Issues. International Journal of Scientific and Research Publications, Volume 10, Issue 5, ISSN 2250-3153. http://dx.doi.org/10.29322/IJSRP.10.05.2020.p10175
18) Hapompwe, C., Simushi, C., and Sichoongwe, K., (2021). An Assessment of the Impact of Covid-19 on Small and Medium Enterprises (SMEs) in Lusaka, Zambia. International Journal of Scientific and Research Publications, Volume 11, Issue 6, ISSN 2250-3153. http://dx.doi.org/10.29322/IJSRP.11.06.2021.p11431
19) Harapan, I., Itoh, N., Yufika, A., Winardi, W., Keam, S., Te, H., & Mudatsir, M. (2020). Coronavirus disease 2019 (COVID-19): A literature review. Elsevier Ltd.
20) Hariharan, R. S., & Banda, K. (2020). Impact of the coronavirus on business. World Economic Forum.
21) Hernes, T. (2014). A process theory of organization. Copenhagen: Danish Publishers.
22) Holmarsdottir, H. (2005). From policy to practice: A case study of the implementation of the language in educational policy in three South African primary schools. Oslo: University of Oslo.
23) Lavian, R. H. (2015). Masters of weaving: The complex role of special education teachers. Teaching and Teacher Education, 21(2), 103–126.
24) Lopez-Leon, S., Wegman, M., & Patricia, W.-O. (2021). Long-term effects of coronavirus disease 2019 (COVID-19). Journal of Long-Term Effects, 2(1), 25-40.
25) Micheal, R. G., & Nilsson, N. J. (1987). Logical foundations of artificial intelligence. New York: Morgan Kaufmann.
26) Miles, M. B., & Huberman, A. M. (1994). Qualitative data analysis. Thousand Oaks, CA: Sage Publications.
27) Preiser, R. (2019). Identifying general trends and patterns in complex systems research: An overview of theoretical and practical implications. Systems Research and Behavioral Science, 36, 706–714.
28) Sakala, N. (2020). 4% of Zambian enterprises shut down due to COVID-19 – Report. Lusaka: News Diggers.
29) Saldaña, J. (2011). The coding manual for qualitative researchers. Thousand Oaks, CA: Sage Publications.
30) Shenton, A. (2004). Strategies for ensuring trustworthiness in qualitative research projects. Journal of Qualitative Research, 22(3), 134–145.
31) Showkat, H., & Parveen, N. (2017). Data collection. Mumbai: e-PG Pathshala.
32) Soparnot, R. (2011). The concept of organizational change capacity. Journal of Organizational Change Management, 24, 640–661.
33) Spencer, H. (1898). The principles of sociology. New York: Appeton and Company.
