Pathway I: descriptions and examples
| Pathway I: From losses stretched out over time to open-ended actions | ||
|---|---|---|
| Label | Description | Example |
| Timing of the loss: Stretched out over time | The experience of revenue related loss(es) stretched out over an extended period of time | “[I think the challenge consisted of] two parts: economical and mental health of people who work here. I think it was the first two months when it was kind of a shock. We had to think about changing the way of giving classes, doing those online classes and making sure that everyone [follows safety instructions]. And then during summer, we felt a bit of relief. Little bit back to normal. Usually, summertime is the worst season for us because people prefer to train outside and don't buy membership because of that. Then when the autumn came, everything felt a little bit better. Maybe in September we could see a small number of people coming back, but then the second wave came. It was very dark, very black [time] … We had to start doing things that we were not employed for. Everyone has to clean and take responsibilities in areas where we usually don't because we had to say no to the cleaning company and things like that. So, the challenge was to make us feel engaged and to give [our employees] some energy, when we didn't have any energy ourselves.” (#4) |
| “When other companies in the region, my customers, have cancelled my services, I was waiting [for them to come back soon]. I have heard nothing from them yet [even after half a year since the pandemic started to spread in Sweden].” (#11) | ||
| Sensemaking: Eagerness | Understanding the adverse event as an exciting chance to explore and exploit business opportunities | “[There are] a lot of opportunities [during] the pandemic.” (#8) |
| “Naturally, there will be a lot of opportunities [due to the pandemic]. What I am seeing as a director is that the world of media is changing very, very quickly today.” (#18) | ||
| “We are [using the pandemic for] learning [how] to be more flexible and listen to our customers.” (#23) | ||
| “Our strategy is more like the glass is half full, not half empty.” (#4) | ||
| Regulatory focus adjustment: Minor | Limited alterations of the entrepreneur's current central points of attraction, attention, or activity | “[Since the pandemic started], I worked a bit at my husbands' company. I started to get better with the internet [to be able to work online]… I started to study and take some classes.” (#11) |
| “We only had the training in-person before. And that was one of the struggles that we had when COVID-19 came in. People did not want to go to training facilities, or they did not want to meet. And so, we had troubles in the beginning of the pandemic and we saw that the only thing that we could do was to try to offer, to see if people did want to have the education from home. And that was one of the things that we actually did.” (#19) | ||
| Actions: Open-ended | Engagement in actions without a fixed goal | “We have transferred a little bit more to online web education … We'll never go back to normal again, because, of course, we have developed and we learned something and that is good for our customers.” (#19) |
| We [were supposed/planning to] have our annual meeting with our customers and of course we couldn't have it [due to restrictions]. Then, we decided to have it in a digital format, on distance and I think it's more efficient [this way]. I don't know [but] it gives us more opportunities to approach our customers.” (#23) | ||
| Pathway I: From losses stretched out over time to open-ended actions | ||
|---|---|---|
| Label | Description | Example |
| The experience of revenue related loss(es) stretched out over an extended period of time | “[I think the challenge consisted of] two parts: economical and mental health of people who work here. I think it was the first two months when it was kind of a shock. We had to think about changing the way of giving classes, doing those online classes and making sure that everyone [follows safety instructions]. And then during summer, we felt a bit of relief. Little bit back to normal. Usually, summertime is the worst season for us because people prefer to train outside and don't buy membership because of that. Then when the autumn came, everything felt a little bit better. Maybe in September we could see a small number of people coming back, but then the second wave came. It was very dark, very black [time] … We had to start doing things that we were not employed for. Everyone has to clean and take responsibilities in areas where we usually don't because we had to say no to the cleaning company and things like that. So, the challenge was to make us feel engaged and to give [our employees] some energy, when we didn't have any energy ourselves.” (#4) | |
| “When other companies in the region, my customers, have cancelled my services, I was waiting [for them to come back soon]. I have heard nothing from them yet [even after half a year since the pandemic started to spread in Sweden].” (#11) | ||
| Understanding the adverse event as an exciting chance to explore and exploit business opportunities | “[There are] a lot of opportunities [during] the pandemic.” (#8) | |
| “Naturally, there will be a lot of opportunities [due to the pandemic]. What I am seeing as a director is that the world of media is changing very, very quickly today.” (#18) | ||
| “We are [using the pandemic for] learning [how] to be more flexible and listen to our customers.” (#23) | ||
| “Our strategy is more like the glass is half full, not half empty.” (#4) | ||
| Limited alterations of the entrepreneur's current central points of attraction, attention, or activity | “[Since the pandemic started], I worked a bit at my husbands' company. I started to get better with the internet [to be able to work online]… I started to study and take some classes.” (#11) | |
| “We only had the training in-person before. And that was one of the struggles that we had when COVID-19 came in. People did not want to go to training facilities, or they did not want to meet. And so, we had troubles in the beginning of the pandemic and we saw that the only thing that we could do was to try to offer, to see if people did want to have the education from home. And that was one of the things that we actually did.” (#19) | ||
| Engagement in actions without a fixed goal | “We have transferred a little bit more to online web education … We'll never go back to normal again, because, of course, we have developed and we learned something and that is good for our customers.” (#19) | |
| We [were supposed/planning to] have our annual meeting with our customers and of course we couldn't have it [due to restrictions]. Then, we decided to have it in a digital format, on distance and I think it's more efficient [this way]. I don't know [but] it gives us more opportunities to approach our customers.” (#23) | ||