| Burt and Maglaras (2022) | Special issue on Covid-19 and retailing | International Review of Retail Distribution and Consumer Research | To provide an interesting and informative view of how retailing has been impacted by the pandemic | 5 | Present avenues for future research |
| Minton (2022) | Pandemics and consumers’ mental well-being | Journal of Consumer Affairs | To examine many different aspects of consumer well-being as they intersect the COVID-19 pandemic | 18 | Extend many of the well-being topics examined in this special issue and suggest avenues for future research |
| Mortara et al. (2022) | R&D management at a time of crisis: What are we learning from the initial response to the COVID-19 pandemic? | R&D Management | To collect case studies about how different players in society were innovating to face the crisis | 29 | Have grouped the contributions around intertwined themes to discuss the emerging evidence and approaches for future work |
| Ooi and Tan (2022) | Guest editorial: The impact of COVID-19 pandemic on mobile payment | International Journal of Bank Marketing | To develop a strong understanding of customer experience in a multichannel banking context by analysing the impact of the COVID-19 pandemic on m-payment usage | 6 | Include a systematic review of the topic and future research avenues |
| Su (2022) | Post-pandemic studies in tourism and hospitality | Service Business | To incorporate diverse facets of tourism and hospitality during the COVID-19 pandemic | n.d | Include a short literature review on the topic |
| Batat (2021) | Introduction to the special issue: Forms and effects of “distancing” on consumer behaviours and business practice | Journal of Marketing Management | To advance scholarly examinations of “consumer social distancing” in marketing, consumer research and other fields to help this embryonic body of literature flourish | 10 | Provide conceptualisation and categorisation of the concept of “distancing” and display opportunities for further investigation |
| Breen and Hannibal (2021) | Learning from the COVID-19 pandemic: Planning, controlling and driving change for greater resilience in supply chains | Supply Chain Management –An International Journal | To collect empirical studies undertaken at a time of global crisis with a broad range of research methodology, sectors, practical learning and theoretical contributions | 8 | Understand the response for global supply chain disruptions. The focus is on how companies reshore decision-making |
| Donthu and Gustafsson (2020) | Covid-19 impact on business and research | Journal of Business Research | To address a global effort to address some of the pandemic-related issues affecting society | 13 | Cover different industry sectors (e.g., tourism, retail, higher education), changes in consumer behaviour and businesses, ethical issues and aspects related to employees and leadership |
| Fisher et al. (2021) | Special issue on reimagining the science of service in a post-pandemic VUCA world, part I | Service Science | To examine existing knowledge and explore new opportunities for the post COVID world | 6 + 8 | Offer contributions on how pandemic affect service research and context |
| Onyia (2021) | New trends in financial service delivery and corporate/individual customers’ financial adjustments consequent upon the COVID-19 global pandemic | Journal of Financial Services Marketing | To provide a comprehensive update of the latest empirical research reports on the economic disruptions and business operational challenges occasioned by the sudden breakout of COVID-19 | 8 | Provide corporate/retail consumers, financial product marketers and global financial service organisations with a source of factual data on how to proceed in coping with the disruptive effects of the worldwide pandemic |
| Sajtos et al. (2021) | Learning from pandemics past and present for service theory and practice | Journal of Service Theory and Practice | To identify policies that were and/or should be put into place starting from the outbreak of the COVID-19 pandemic and also to focus on the responsibilities assumed by service providers and individual consumers | 4 | Manuscripts published in this issue consider pandemics as transformational periods and combine to describe the unique challenges of a pandemic as well as offer unique opportunities for both businesses and individuals to rethink how they operate |
| Narayanan et al (2021) | Toward a strategic approach to studying COVID-19 pandemic | Journal of Strategy and Management | To highlight fundamental issues related to the management research on COVID-19 to unravel the causes and consequences of this crisis | 5 | Raise issues of (1) conceptualisation of the crisis, (2) the role of organisations, (3) challenges of the global pandemic and (4) business–society relationships. They then organise papers according to the backdrop of these issues and conclude with further research |
| Goldfarb et al. (2020) | Introduction to the special issue on consumer protection | Marketing Science | To outline the potential areas and opportunities for academic scholarship in marketing to inform regulation on consumer protection | 12 | Grouped papers in three broad areas: (1) the need for regulations in new industries; (2) the impact of existing regulations; and (3) the distributional impact of regulations. Calls for ongoing policy-relevant research on consumer protection |
| Pedersen et al. (2020) | Managing through a crisis: Managerial implications for business-to-business firms | Industrial Marketing management | To offer a terminology for discussing crisis and crisis management, describe the current state-of-the-art of business-to-business crisis management literature and offer a research agenda | 19 | Four managerial imperatives for executives in business-to-business firms: (1) Understand fast: a crisis forces executives to analyse quickly; (2) Think allocentric: a crisis should not lead to an aftermath and post-crisis era; (3) Change proactively: a crisis can barely be handled by continuing current operations or waiting for the past to return; (4). Sell intelligently and not simply by cutting prices and adjusting budgets downwards |