Crisis Resilience Research Articles

Sustainable transformation of practices and outpatient clinics

Climate change as aconsequence of anthropogenic greenhouse gas emissions (CO2e) favors weather extremes. This challenges the healthcare system to cope with negative consequences and to remain functional at the same time. Despite rising costs and shortage of staff, sick people in an aging society must be increasingly cared for in aresource-efficient and climate-neutral manner without compromising the quality of care. This article summarizes current challenges for practices and outpatient clinics due to climate change and societal transformation. In addition, steps to implement transformative interventions are discussed. Selective literature review in PubMed database was conducted on the impact of climate change on the healthcare system, crisis resilience, climate management, overprescription, and co-benefits. Crisis-resilient practices are attuned to challenges resulting from climate change. Communicating co-benefits in the physician-patient conversation can accelerate the transformation to asustainable society. Rapidly changing environmental conditions require adaptation on the part of the healthcare system. Education and prevention are key to meet this challenge. Transformation to sustainable practices is an ongoing process and it represents aholistic concept that encompasses social, environmental, and economic aspects, which are interdependent and cannot be considered separately.

Crisis-resilience of small-scale tourism businesses in the pandemic era: the case of Yazd World Heritage Site, Iran

ABSTRACT Resilience to severe crises like COVID-19 is critical for small businesses. However, little empirical research has been conducted to examine the crisis resilience of small businesses to the pandemic from the perspective of business operators. This research note aims at exploring the resilience of small tourism businesses to the COVID-19 crisis in a world heritage city. In-depth interviews with 25 operators were conducted and the results showed that the operators considered the pandemic crisis as a flame to the previous political and economic crises. Different resilience strategies such as business closure, survival, adaption and innovation were applied by different business operators. The results also confirmed that integration and togetherness helped businesses find better resilience when they share pains. The study further found that despite negative impacts, the pandemic created positive social impacts such as cohesion and solidarity among small businesses. In addition, the government supportive policies were not healing, and their plans in dealing with the crisis were not transparent and professional.

Knowledge about Competences Increasing Resilience to Crises in the Modern Business Sector: Results of the Polish University Project

The COVID-19 global pandemic has caused an unprecedented disturbance in higher education and the business services sector. In the 2014–2020 financial perspective, the Operational Programme Knowledge Education Development has constituted a response to challenges and an instrument to execute the Europe 2020 Strategy. However, the Programme was not designed to prevent crises, and neither did it foresee the pandemic which surprised the whole world. Despite this, higher education institutions that implemented projects co-financed with the EU funds had to face the “black swan” and ensure the continuity of their activities while improving their resilience to crises. The COVID-19 pandemic demonstrated how important knowledge management and resilience-building skills are for students to adapt and grow stronger in the face of a crisis. Does higher education teach crisis-resistant competences? As we know from practice and literature, the knowledge gap as regards crisis-resistant competencies is enormous, and the relevant university programmes require strengthening. Therefore, we conducted a literature review about knowledge management in complex crises and conducted research to identify competences that increase resilience to crises. The aim of the article was to examine to what extent the support implemented in the Polish university project contributed to the increase in indicators (output, direct result) and to what extent the level of competences of the project participants increased, including those competences that allowed the participants to adapt to the labour market during the COVID-19 pandemic. For the needs of the study, we used the competence balance method and the measurement of a degree of ratio implementation according to the criteria applied. The results of the study proved that the ratios rose and the project contributed to increasing competences in the project’s participants, improving their crisis resilience. The conclusions of the study allowed us to make recommendations regarding the emergent knowledge strategies about the European Union’s future agenda as well as about knowledge management and university training programs for resilient skills.

Street Smarts and Org Charts: Professional Expertise and the Pursuit of Urban Integration

The presence of organizations has been shown to causally affects a community’s connectedness, crime, entrepreneurship, and crisis resilience. But extant studies of communities conceal how organizations pursue the production of two types of urban integration. Organizations may produce social integration, creating social ties among constituents, as well as systemic integration, connecting constituents to institutional resources. We argue that organizations’ ability to produce social and systemic integration is principally due to the degrees to which organizational members draw on suite-level expertise (“I know the system”) and street-level expertise (“I know the people”) when they make decisions. Representative survey data of nonprofit organizations in the San Francisco Bay Area collected over 15 years shows that nonprofits’ pursuit of urban integration depends on these forms of expertise. Comparative interviews explain why professional staff and managers boost systemic integration, whereas volunteer staff and members foster social integration. The paper contributes to scholarship in organizational and urban sociology by examining how organization-level features influence the pursuit of urban integration and by shedding light on unintended consequences of professionalism. Our results challenge the stylized fact that nonprofits necessarily create community and suggest alternative ways to understand and operationalize how organizations are embedded in their urban environment.

Exploring the potential of local stakeholders’ involvement in crisis management. The living lab approach in a case study from amsterdam

This article presents the outcome of research into the potential of local stakeholders’ involvement in crisis management in two Amsterdam neighborhoods. It addresses the recognized challenge of enabling and improving collaboration between established formal response organizations and local actors engaged in extending and emergent organizational behavior during crises. To further explore the potential of local actors in responding to a crisis, the authors adopted the living lab approach to bring together actors from established response organizations, the municipality and local stakeholders. The so-called Amsterdam Crisis Resilience Living Lab, set up in the Zuidas and Indische Buurt neighborhoods, enabled the co-creation of knowledge produced by both formal organizations and local stakeholders in close collaboration with researchers from the Vrije Universiteit Amsterdam and the Institute for Societal Resilience. The results and lessons learned show potential of collaboration between formal, traditional response organizations and local stakeholders in crisis response. Strengthening the links between them can ultimately lead to a more inclusive and resilient crisis management approach.In addition the article shows the added value of the living lab approach in bringing together multiple responding stakeholders from different backgrounds.

Crisis resilience of the tourism business in martial law

Introduction. Unprecedented crises have dramatically affected the activities of tourism entities. However, the dual nature of the crisis, although it causes negative phenomena in theirf unctioning, but on the othe rhand it contributes to the possibility of positive change. Therefore, crisis resilience issues now need to be studied and interpreted in the light of current challenges. Problem. Domestic hospitality entities are working in the conditions of typologically changing crises, thereby the skills of economic functions fulfillment are the basis of risk protection and adaptation to crises. The aim of the article is to substantiate the crisis resilience of the hotel and restaurant business as components of the tourism system based on the synergy of their economic functions. Methods. Methods of hypothesis, analysis, systematization and logical generalization were used in the article. The information base of our work includes legislation, lexicographic materials, scientific works on economic activity of economic entities and crisis management, online analytics and official statistical sources. Results. The authors formulated operational definitions, characterize economic functions of crisis resilience of subjects of tourist system (hotels and restaurants). The decomposition of economic functions was carried out, which allowed identifying the directions of their implementation by the subjects of hospitality. Based on statistical analysis, the performance of hospitality entities in dynamics was demonstrated. We offered methodical and practical recommendations for the implementation of capabilities (potentials) of crisis resilience such as the ability to anticipate, control, respond and learn. The necessity of systematic and continuous monitoring of the implementation of economic functions to ensure the crisis resilience of business was stated. Conclusions. In the context of a combination of pandemic and military crises, crisis management, which is formed by the system of economic functions through the acquisition of capabilities (potentials) is an important tool for successful development. The research covers scientifically substantiated results that comprehensively solve the problem of acquiring the properties of business entities to absorb shocks, respond to environmental challenges and create protective mechanisms that can develop effecttive strategies for success in a crisis.

Female Entrepreneurship Model, a Sustainable Solution for Crisis Resilience

Entrepreneurs have always been the engine of the whole economy, but the vast majority of them have been men. And as society has evolved, social or entrepreneurial behavior patterns have been redefined so that we can now look at the impact gender can have on leadership and its sustainability. And when would it be more appropriate to analyze sustainability than in times of crisis? Therefore, we have now, one year after the outbreak of the COVID-19 pandemic, undertaken a research based on a questionnaire as a research tool, disseminated in the Romanian entrepreneurial environment, by means of which we have been able to outline the analysis and conclusions regarding the business model that supports sustainable development, especially in times of crisis. Thus, through it, we have analyzed the impact that the COVID-19 pandemic has had on the development of entrepreneurial activity and we have extracted the "pattern" of changes that entrepreneurs have undertaken for resilience during the crisis period. Our empirical research, undertaken in March 2021, showed that the majority of affected entrepreneurs have implemented changes to their pre-pandemic management model (85%). Of the total 320 respondents, more than 65% represent women owned businesses. We have analyzed what are the main entrepreneurial traits that guide female entrepreneurial behavior. At the same time, for a sustainable development, we have determined the traits of the female entrepreneurial model, which can be successful in times of crisis.
 Keywords: crisis resilience, female entrepreneurship, sustainable model, leadership

Crisis Communication and Resilience: Are Russian and Latvian Speakers in the Same Boat?

The COVID-19 pandemic is testing the ability of the national governments to manage a crisis by covering policy sectors, which are decisive for health, well-being, sustainability of individuals, and society at large. Communication plays a crucial role in situations when society is at risk. Communication is a source of prevention, action, mitigation, and empowerment. Therefore, the ways and means of how national governments and governmental institutions implement adopted strategies, and how they make their actions understandable and reasonable to their societies, become an important element of crisis management at large. Diversification of the modern information environment makes governments’ communication even more complex. The media landscape, especially social media, impact reality’s perception, including crisis and emergencies. As a result, governments are struggling with different forms of messaging and a choice of narratives to be shared with the broader public or societal groups. Considering the existing division in the perception of political realities between Latvian and Russian-speaking communities, Latvia is a case of particular interest for analysis. The article aims to explore how the society has been led through the current crisis communication-wise by the government and what strategies are used for the particular linguistic groups. The article looks at the main factors influencing the perceptions of the Russian-speaking community in Latvia and the main reasons for the existing divergence between perceptions of Latvian and Russian-speaking representatives. The study is based on focus group interviews organized authors.

Strengthening the Capacity of Government Apparatus Resources in Supporting Micro Enterprises to “Go Digital” in the Special Region of Yogyakarta

This research contributes to the current knowledge on public sector support for and digital transformation of micro-enterprises. The goal of this research is to identify the necessary public-sector or government support measures for microenterprises and to provide policymakers with guidance on how to facilitate a successful digital transformation. To accomplish our goal, we conducted qualitative research with an in-depth interview with Yogyakarta micro-enterprises to collect authentic data. As a result, we were able to obtain responses from the local government as well as six sectors of MEs in Yogyakarta that was affected by the COVID-19 Pandemic Crisis, namely culinary, processed industry, creative industry, agriculture sector, fashion, and event organizer. According to the findings of the study, supporting digital transformation with full government support has a significant impact on enterprise success, income generation, and crisis resilience. In terms of assisting with the implementation of going digital, the Yogyakarta government already has a fairly good apparatus capital readiness, such as creating a marketing platform “Sibakul,” providing business consulting facilities to micro businesses in collaboration with an integrated business service center, which includes facilitating things about online business, and collaborating with relevant stakeholders such as regional apparatus organizations, and universities. However, the government’s capacity to support micro-enterprises in the Yogyakarta area still has flaws, including in terms of quality and quantity that are not yet qualified and insufficient, a lack of budget to support going digital, and government officials’ understanding of the importance of technology. Another factor to consider in the development of digitalization is the presence of research and development (R&D), which is currently lacking in Yogyakarta.

COVID-19 as a catalyst of a new container port hierarchy in Mediterranean Sea and Northern Range

COVID-19 has dramatically impacted the organization of value chains and the pattern of international trade. The manufacturing sector has had to act resiliently, and the maritime sector was no exception. Container shipping lines have adapted their routes, services and fleet deployment with direct effects on many port activities. Our analysis focuses exclusively on container vessels by considering number of calls and calculating total containership capacity deployed within 45 Western Mediterranean and Northern European ports throughout 2018, 2019 and 2020. 2018 is considered as a ‘business as usual’ year, without exceptional events. 2019 is the start of the outbreak and 2020 is the year most impacted by the economic consequences of the pandemic. As we cover at least one port in each country, we considered ports that handled more than one million TEUs per year and if the country did not have such a port, we considered the largest one. The aim of our analysis is dual. First, we attempt to point out the importance of certain ports as major hubs and the downgrading of others to regional hubs, gateways or feeder ports in the Western Mediterranean and Northern Europe. Second, our objective was to assess the way shipping alliances have impacted the ranking of these ports during COVID-19. As a result, this exceptional crisis has not been a catalyst of a new port hierarchy while it has revealed contrasting situations with ‘poor’ and ‘good’ crisis resilience for ports meaning that some were downgraded, and others maintained their ranking. Moreover, COVID-19 has exacerbated the maritime alliances’ shortcomings, their capacity to unilaterally impose their decisions through their Cooperative Working Agreements, regardless of the consequences both for transport users and ports. One of the key lessons of the COVID-19 crisis is that the time for change for maritime alliances has come.

Improving Local Government Resilience: Highlighting the Role of Internal Resources in Crisis Management

A survey of U.S. local government officials (n = 307) investigates how to improve local governments’ crisis resilience. The results indicate that internal resources (i.e., time, money, and staff) were deemed important to local governments’ crisis management; however, there was a significant decrease in their perceived availability. Moreover, our results suggest that neither community size nor form of government predicted the availability of internal resources. Finally, internal resources were significant predictors of local government officials’ evaluations of a crisis; however, internal resources did not predict the officials’ evaluations of the strength of their crisis management. Theoretical and practical implications of the findings are discussed here.

Bouncing back or bouncing forward? Tourism destinations’ crisis resilience and crisis management tactics

In recent years, the tourism literature has demonstrated a growing interest in the concept of resilience and its implications for travel and tourism. However, the research of resilience in tourism is still in its early stages and there are many challenges ahead. In response to these challenges, the current study examines how tourism destinations are practising recovery and resilience in the face of crisis, using case study analysis of global destinations overcoming a crisis: France, Turkey, Russia, Korea, Belgium and Egypt. The results of the study indicate the use of both crisis management practices and tourism resilience tactics by these destinations. Taking the perspective of the resilience theory, the findings of the study demonstrate that, following a crisis, destinations will focus on re-orienting the tourism system and regenerating tourism growth. These responses include investment in infrastructure and facilities, product development, market development and conduct structural reforms. The outcomes of the study contribute to the understanding of resilience tactics and its practices by global destinations, and shed a new light on the relations between tourism destinations, tourism crisis and tourism resilience.

Assessing the Components of Crisis Management: A Comparative Study in Private and Public Hospitals

Introduction: Crisis management, as one of the areas of consequence management, can increase crisis resilience and reduce the level of organizational vulnerability in times of crises. Therefore, this study was designed and conducted to assess the components of crisis management in private and public hospitals.
 Method: The present study was conducted in 10 hospitals, in 2020. The sample size was estimated to be 200. The components of crisis management in this questionnaire included: management commitment, taking the blame, learning, awareness, preparedness, flexibility and transparency. Data analysis was performed using Independent samples t-test and Chi-square/Fisher exact test.
 Results: The results showed that the two groups of public and private hospitals did not have significant differences in terms of individual variables (p<0.05). The crisis management index in the two groups of public and private hospitals was estimated to be 4.11 and 3.22, respectively. The results of comparative assessment of the crisis management components in the two groups revealed that all these components in public hospitals are estimated to be higher than that of the private hospitals, and their differences are also statistically significant (p<0.05).
 Conclusion: The findings of the study indicated that although the resilience of private hospitals was higher than average, the comparative assessment of the crisis management components revealed that the level of resilience in times of crises in public hospitals was higher than the private ones. Therefore, the components of crisis management in these hospitals should be improved with a proper design and a comprehensive crisis management program.

Understanding crisis resilience in manufacturing firms in the DACH region during the COVID-19 pandemic

PurposeThis paper describes the impact of COVID-19 on manufacturing firms in the DACH region of Europe (DACH is an acronym used to describe Germany, Austria and Switzerland). The purpose of the study was threefold: first to describe crisis resilience empirically through the actions taken by the firms using the elements of resilience; the paper then goes on to compare the DACH region with Northern Italy; finally, based on the findings, an existing crisis management model is expanded.Design/methodology/approachA mixed method of quantitative research based on survey data and qualitative interviews was applied for data collection. The findings are based on 57 survey results and 13 interviews from December 2020 to March 2021. The findings are presented based on the resilience elements and are discussed based on processes, technologies and people. The findings are compared with those from an Italian study made 6–9 months before this study. The comparison provides the basis for the adaptations to the crisis management model.FindingsThe findings describe the actions taken by firms in the DACH region to overcome the challenges posed by COVID-19. The findings were, in most cases, very similar to those from the Italian study. The most resilient firms had well-defined processes in place, adaptable employees who were well-led, and had (digital) technologies that could be quickly implemented.Originality/valueThe timing for the crisis was later in the DACH region and firms were able to learn from Italy. The crisis management model based on the Italian study was refined; the resulting model will support managers to face future crises. This model needs testing and extending to link to past and future events.

Resilience Analysis of Crisis in Medical Environments: A Structural Equation Modeling based on Crisis Management Components

Enhancing the index of crisis resilience is one of the key goals in medical environments. Various parameters can affect crisis resilience. The current study was designed to analyze crisis resilience in medical environments based on the crisis management components. This cross-sectional and descriptive-analytical study was performed in 14 hospitals and medical centers, in 2020. A sample size of 343.5 was determined based on the Cochran's formula. We used a 44-item crisis management questionnaire of Azadian et al. to collect data. The components of this questionnaire included management commitment, error learning, culture learning, awareness, preparedness, flexibility, and transparency. The data was analyzed based on the structural equation modeling approach using IBM SPSS AMOS v. 23.0. The participants’ age and work experience mean were 37.78±8.14 and 8.22±4.47 years. The index of crisis resilience was equal to 2.96±0.87. The results showed that all components of crisis management had a significant relationship with this index (p <0.05). The highest and lowest impact on the resilience index were related to preparedness (E=0.88) and transparency (E=0.60). The goodness of fit indices of this model including RMSEA, CFI, NFI, and NNFI (TLI) was 2.86, 0.071, 0.965, 0.972, and 0.978. The index of crisis resilience in the medical environments was at a moderate level. Furthermore, the structural equation modeling findings indicated that the impact of each component of crisis management should be considered in prioritizing measures to increase the level of resilience.

Weryfikacja wartości organizacyjnych w warunkach kryzysowych dla podmiotu gospodarczego - ujęcie modelowe

Nowadays, a challenge faced by all entrepreneurs is acquiring the ability to function in the reality of recurring economic crises, while at the same time obliging company management entities to verify the current methods of operation and their effectiveness in terms of crisis resilience. The purpose of this article is to present a created model of organisational culture characterised by a high degree of resilience to crisis, and then to demonstrate the possibility of its application in economic reality by entrepreneurs and stakeholders. The research process focuses on demonstrating the interdependencies between selected cultural features (dependent variables) and crisis resilience (dependent variable). As part of the model, the most important features of organisational culture have been distinguished, understood as the basic predictors of the resilience of organisational culture to crisis, such as: customer orientation, employee trust, transparency of activities, employee well-being, supporting managerial staff, creativity, employee loyalty, respect for others. The use of the model boils down not only to enabling verification of whether the current organisational culture of a given company can be considered resilient, but also indicates the direction of changes (desired culture) in the case of the willingness to transform in terms of shaping the culture of an organisation aiming at a culture of resilience.

Trends in COVID‐19 Cases, Related Deaths, and Staffing Shortage in Nursing Homes By Rural and Urban Status

Research ObjectiveInitial efforts to understand the impact of COVID‐19 on nursing home (NHs) staffing levels indicated considerable increases in staffing shortages occurred during the first few months of the COVID‐19 pandemic. In response, this study built upon initial staffing reports by examining the long‐term consequence of the pandemic on staffing shortages in US NHs by rural/urban status using the most recently compiled NH COVID‐19 data (May 2020–February 2021). The specific aim of this study was to examine trends in COVID‐19 cases, related deaths, and staffing shortages in NHs by rural and urban status and over time.Study DesignThis cross‐sectional time‐series study compiled four data sources, including: the NH COVID‐19 files and provider information files from Centers for Medicare and Medicaid Services, the Area Health Resource Files from Health Resources and Services Administration, and the New York Times county‐level COVID‐19 data. We plotted the proportion of NHs with at least one COVID‐19 case, one related death, and four types of staff shortages (aides, licensed nurses, medical providers, and other staff) by rural/urban status from 5/25/20 to 2/28/21 to visualize the weekly trends over time. Then, weekly data were combined into four periods with 10 weeks of the aggregated data in each period. Our main analyses estimated the likelihood of having at least one case of COVID‐19 infection, related death, or at least one week of staffing shortage in rural NHs compared to urban NHs over four time periods using generalized linear mixed models with state‐fixed effects.Population StudiedWe identified a total 59,515 aggregated cases combined from all four periods, involving 15,139 unique NHs that submitted at least one‐week report during the study period.Principal FindingsFindings suggest that staffing shortage trends varied by both time and location. Rural areas experienced an increasing proportion of NHs with staffing shortages until mid‐November, 2020, and then a gradual decrease afterwards, corresponding with trends in COVID‐19 cases. Conversely, the proportion of NHs reporting staffing shortages in urban areas was relatively stable over time. The interaction effect between period and rural/urban status in adjusted models revealed a significantly higher likelihood of having at least one COVID‐19 case, related death, and shortages in aides, licensed nurses, and other staff in rural NHs in later periods than in the earlier one, compared to changes in urban NHs over time. The proportion of NHs with medical provider shortage was about 10% which was lower than other types of staff shortages and unchanged during the study period in both rural and urban NHs.ConclusionsOur findings suggest that direct care provider staffing shortages in rural NHs were greatly accelerated over time with a surge in COVID‐19 cases.Implications for Policy or PracticeThe COVID‐19 pandemic may have significantly strained rural NHs that are already burdened with healthcare human resource infrastructural deficits. Findings highlight the needs to develop effective strategies that maximize rural NH workforce crisis resilience, including enhanced recruitment and retention incentives, and targeted resource allocation to prepare for short‐ and long‐term consequences of natural disasters such as COVID‐19 pandemic.

How Corporate Social Responsibility Can Buffer the Unfavorable Outcomes of the Brand in Crisis: A Mediation Role of Corporate Hypocrisy and Gratitude in Saudi Arabia

Aims: The paper aims to clarify the conceptual relationship among CSR, corporate hypocrisy, gratitude, satisfaction with corporate COVID19 response, eWOM, and crisis resiliency. It proposes modelling the influence of CSR in the COVID19 pandemic in buffering customers’ negative behavior via the firm being honest and customers being more appreciative. The study aims to expand the domain of CSR in crises by the mediation effect of the psychological mechanisms: corporate hypocrisy and gratitude on satisfaction with corporate COVID19 response. This study also attempts torede fine CSR incrises. Study design: The paper opted for a conceptual paper based on the situational crisis situation ‘SCCT’ theory and the reciprocity cycle of customer gratitude. Results: The paper provides conceptual insights about how CSR can mitigate customers’ negative behavior or increase their positive behaviors. It suggests that the SCCT theory and the reciprocity cycle of customer gratitude can theoretically explicate the relationships among CSR, corporate hypocrisy, gratitude, satisfaction with corporate COVID19 response, eWOM, and crisis resilience.
 Conclusion: This research presents a theoretical explanation on how CSR can mitigate the negative consequences from firms being hypocritic or expand the positive outcomes from customers’ being more grateful during the COVID19 in Saudi Arabia in the telecommunication industry. This paper explains how CSR can buffer the negative effects of crises. Finally, the authors have redefined CSR in difficult situations.

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

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.

The Next Normal for Marketing — The Dynamics of a Pandemic, Provisioning Systems, and the Changing Patterns of Daily Life

Pandemics, climate warming, growing inequality, and much more bring crises that change the patterns of daily life in human communities, directly impacting the provisioning systems that form in a community to meet the needs and wants of individuals, groups, and entities for goods, services, experiences, ideas. Provisioning systems sometimes begin as leadership initiated top-down, authoritarian prescriptive supply networks, public and private. Sometimes, they originate as bottom-up, self-organized, innovative, open choice, often informal, exchange based networks, and mostly, over time, they emerge as untidy self-organized multi-level diverse assemblages of both. The diversity of provisioning systems in a community enables crisis resilience, but limits efficiency and control. The provisioning systems that form in these ways are complex, multi-level, non-linear evolutionary systems, often unpredictable, and lacking direction. Balancing a desire for stability and an appetite for diversity, innovation, and change in shaping a provisioning system is like walking a narrow corridor on the edge of chaos. Achieving balance, avoiding slipping into chaos, rests on the management of a set of complex social mechanisms. These embrace delivery mechanisms where value is produced and consumed through complex infrastructures; stakeholder action fields where trust, collaboration, cooperation, compromise, competition, or conflict are in play; technology evolution mechanisms where innovation and the recombination of existing technologies occur at all levels; and value exchange fields where community and individual values shift in response to crisis and change. Recovery from crisis is not an event, it is a complex, continuing process, often unpredictable, often unequal in outcomes, but walking a narrow corridor is episodic, uncertain and in the end possible. This is the next normal for marketing.