Zoe McClelland

The role of leadership during times of crisis has attracted significant attention in academic literature; however, the impact of crisis leadership on mitigating supply chain disruptions in the healthcare sector remains a relatively under-researched area. This study aims to bridge the gap in supply chain leadership theory. We employed an inductive approach to develop a crisis leadership theory focused on mitigating supply chain disruptions within the healthcare sector. To gather insights, we conducted in-depth semi-structured interviews with 33 participants from the healthcare sector who navigated the challenges posed by the COVID-19 crisis. Drawing on the participants' experiences and utilising Gioia’s framework, we established a three-order data structure encompassing Leadership Attention Scope (LAS), Crisis Leadership (CL), and Mitigation of Supply Chain Disruption Strategies (MSCD). Furthermore, we developed a conceptual model based on the interplay of these three constructs. The model elucidates the Attention-Based View (ABV) and Upper Echelon Theory (UET) in the context of healthcare crisis, explaining the role of crisis leaders. This study significantly contributes to the ABV, UET, and supply chain risk management theories. Additionally, the findings provide valuable guidance for healthcare professionals, including chief medical officers, procurement managers, healthcare centre directors, policymakers, and OPD staff involved in addressing healthcare supply chain disruptions. Finally, we outline the study's limitations and suggest directions for future research.

It is argued that regional policy should be derived from the local firms and their needs for developing competitiveness. Firms are symbolic concepts of social systems that are intertwined in structures of power and domination. In this instance, where the focus of interest was the connection and disconnection of policy and practice in the context of competitiveness as viewed by the practitioner, the choice of appropriate theory was structured by the need to tread a fine line between deterministic accounts of practice by the agent and individualistic accounts which neglect the contextual importance of the practitioner. This implied that views on firms that are primarily systematic, structural or processual must be rejected for this study.

Purpose – This paper provides insights on the void between the needs and demands of bank finance from female entrepreneurs and the supply as well as the approaches of banks for that finance. In addition, it creates a conceptual framework recognising a tripartite and dynamic partnership among female entrepreneurs, banks and governments as essential to female entrepreneurship-development, based on Zambia as the context. Design/methodology/approach – Concepts and theories are explained to construct a conceptual framework using the lens of multi-polar network theory and stakeholder engagement theory. In-depth discussions are facilitated through a bilateral partnership between each party and tripartite partnerships among female entrepreneurs, banks and governments. Findings – The framework presents how female entrepreneurs, banks and governments are interconnected in the network as mutually benefiting stakeholders and shows their collective contribution to female entrepreneurship-development within certain contexts. The findings suggest that the sustainable development of female entrepreneurship depends on a dynamic tripartite partnership among female entrepreneurs, banks and governments. Research limitations/implications – The conceptual framework has important implications when setting up a nation’s enterprise development strategies and policies promoting inclusivity and diversity among a nation’s entrepreneurs. The contributions and the dynamic relationship of the three stakeholder groups should be acknowledged and considered in order to achieve the sustainable development female entrepreneur enterprises. The framework can be generalised to other emerging economies with similar social, economic and cultural profiles to Zambia, particularly in sub-Saharan African countries with patriarchal norms. Originality/value – This paper extends multi-polar (network) theory and Stakeholder Management engagement theory, previously explained in homogeneous firms, to more complex and dynamic partnerships among heterogeneous organisations, i.e. female entrepreneurs, banks and governments.