From a Business Studies perspectiveAssociate Professor HATTORI Yasuhiro Graduate School of Business Administration05SPOTLIGHT Frequency of leader communications ResilienceEarly implementationof remote workLevel of special systemsestablished (Dec. 2019)Level of special systemsestablished (Jan. 2020~)Industry-levelImpactCorrelations were found between dierent coronavirus-related measures taken by companies, including remote work. In organizations that were quick to implement remote working, there was also a high level of communication from the leaders and special systems were set up. At the heart of this is resilience (the arrows indicate correlations).One of my main interests is the research area where psychology and business administration overlap. I am studying how human resource systems and the behavior of managers aect the attitudes and behavior of individuals in organizations. I am currently involved in two projects relating to the novel coronavirus. The rst is a survey project that looks at the psychological and behavioral eects of novel coronavirus-related restrictions on employees. The project leader is Professor ENATSU Ikutaro of Kobe University’s Research Institute of Business Administration. This survey is conducted on an individual level (micro level); the same participants completed a questionnaire survey in April and August 2020 and we looked for any changes in their responses. I am leading the second project, which is the company level (macro level) survey. What became apparent from these results was that there were dierences between individuals (i.e. between individual people and between individual companies) in terms of the impact of the coronavirus. On an industry level, there were not only dierences in the scale and type of industry but it was also found that companies that were quick to introduce remote work were likely to properly implement policies and advisory services. Companies that are taking steps against the virus are implementing varied measures, however in contrast to this; some companies are not taking any action at all.These dierences depended on what kind of systems the company had set up pre-corona, as well as variations in the strength and exibility of their organization and people; in other words, their resilience. The importance of resilience comes to the fore during the pandemicThe same trends can also be observed on an individual level. Individuals with neurotic tendencies and low self-condence were more likely to be heavily impacted by the novel coronavirus and suer from anxiety. In other words, there was a big dierence in impact depending on the person’s existing characteristics and personality. Resilience has become an important factor in the face of societal changes brought about by novel coronavirus.Next, it is vital to begin the discussion on how to increase resilience. There are many possible ways that we can achieve this. For example, colleagues who share information about various non-work related topics with each other are able to maintain good working relationships even when work is conducted online. When work-related information overlaps with this so-called redundant or useless information, it is easier for employees to carry out their tasks. We believe that the presence or absence of this characteristic can aect not only individual productivity but could also be connected to rm-level productivity. Therefore, we should try to create this kind of workplace. Ironically, the coronavirus has brought to light problems that existed beforehand but had remained unnoticed. We would like to nd a positive side to these circumstances brought about by the coronavirus. One potential benecial outcome is that it will be possible to improve resilience. As researchers, we would like to support real life decision-making based on our data.
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