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Co-Operative Learning and Resilience to COVID-19 in a Small-Sized South African Enterprise

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  • Alexis Habiyaremye

    (College of Business and Economics, University of Johannesburg, Johannesburg 2006, South Africa)

Abstract

Constraints imposed by the shrinking resources and the climate change dynamics necessitate a behavioral change to increase knowledge exchange and optimize resource utilization. Existing entrepreneurship and innovation practices are therefore undergoing transformation to adapt production systems to the post-COVID-19 reality of increased risks of calamities within a context of shrinking resources. This paper uses a knowledge-centered crisis management framework to examine how enhanced knowledge sharing through co-operative learning can be applied to induce higher innovation performance and more efficient resource utilization structures during crises comparable to the current pandemic. Using the collaborative learning experiences of a small enterprise producing ecological fertilizers, this study was able to link crisis resilience enhancement to increased knowledge exchange between business entities connected through the agro-ecological value chain. New insights generated through the co-learning process were found to constitute a key input for strengthening the required capability endowments that enable the organization and its partners to weather the COVID-19 crisis and lay the foundation for the sustainability of post-COVID-19 operations.

Suggested Citation

  • Alexis Habiyaremye, 2021. "Co-Operative Learning and Resilience to COVID-19 in a Small-Sized South African Enterprise," Sustainability, MDPI, vol. 13(4), pages 1-17, February.
    • Handle: RePEc:gam:jsusta:v:13:y:2021:i:4:p:1976-:d:498038
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    References listed on IDEAS

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    1. Clive Lawson & Edward Lorenz, 1999. "Collective Learning, Tacit Knowledge and Regional Innovative Capacity," Regional Studies, Taylor & Francis Journals, vol. 33(4), pages 305-317.
    2. Alexis Habiyaremye, 2020. "Knowledge exchange and innovation co-creation in living labs projects in South Africa," Innovation and Development, Taylor & Francis Journals, vol. 10(2), pages 207-222, May.
    3. Chudik, Alexander & Mohaddes, Kamiar & Pesaran, M. Hashem & Raissi, Mehdi & Rebucci, Alessandro, 2021. "A counterfactual economic analysis of Covid-19 using a threshold augmented multi-country model," Journal of International Money and Finance, Elsevier, vol. 119(C).
    4. Ivan Turok & Alexis Habiyaremye, 2020. "Territorial collaboration: a novel way to spread prosperity," Regional Studies, Taylor & Francis Journals, vol. 54(12), pages 1776-1786, December.
    5. Christophe Roux-Dufort, 2009. "The Devil lies in details! : How crises build up within organizations," Post-Print hal-02311859, HAL.
    6. Dean A. Shepherd & Trenton A. Williams, 2014. "Local Venturing as Compassion Organizing in the Aftermath of a Natural Disaster: The Role of Localness and Community in Reducing Suffering," Journal of Management Studies, Wiley Blackwell, vol. 51(6), pages 952-994, September.
    7. Amy Sommer & Christine Pearson, 2007. "Antecedents of creative decision making in organizational crisis: A team-based simulation," Post-Print hal-00516144, HAL.
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    Cited by:

    1. Magdalena Gorzelany-Dziadkowiec, 2021. "COVID-19: Business Innovation Challenges," Sustainability, MDPI, vol. 13(20), pages 1-21, October.
    2. Alexis Habiyaremye, 2023. "Co-learning in university-community engagement for sustainable local food systems in South Africa," Palgrave Communications, Palgrave Macmillan, vol. 10(1), pages 1-10, December.

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