Riding on the waves of the COVID-19 pandemic in re-thinking organizational design: a contingency-based approach

Purpose This paper aims to explore what organizational structural designs and strategies that organizations can seek to adopt so as to enable them to respond effectively to the post-COVID-19 environment conditions. It adopts the contingency theory, which asserts that organizational survival is dependent on the fit between organizational structures and contingencies. Furthermore, the paper applies Miles et al. (1978) typology of business strategy to study four strategic orientations that organizations can adopt in achieving better organizational performances. Design/methodology/approach A framework of six strategic orientation archetypes is proposed that can support organizations in re-thinking their organizational structural designs for building up and strengthening resilience during the COVID-19 pandemic. The authors explore the influence of transactional leadership and transformational leadership and organizational culture on the adoption of strategic orientation. In addition, the authors developed six propositions. Findings Organizations that have a prospector orientation tend to focus on creativity and innovation. Organizations that have a defender orientation tend to focus on reducing manufacturing and distribution costs and maintaining or improving product quality. Analyzers tend to be second-movers after prospectors making slower and fewer changes to their products. Originality/value To the authors' best understanding, this study is one of the first to explore the interrelationship between organizational structures, situational factors and strategic orientation.