BUILDING ORGANIZATIONAL SYSTEM FRAMEWORK MODEL FOR CRISIS MANAGEMENT AND SUSTAINABILITY IN CONSTRUCTION SECTOR OF GEORGIA
Abstract
The breakout of COVID-19 pandemic is followed by the unexpected and continuous crisis in all fields of activities. Literature is describing the features of challenges of different levels in different segments of economic performance. Georgia’s economic development is experiencing inevitable changes, which are not necessarily negative. Crises often lead to changes in the entrepreneurial mindset. The companies start considering new business models for future continuous operations and long-term sustainability. We set studying the current anti-crisis strategies of the construction companies and development of recommended system framework as a research problem. There was considerable doubt whether companies had strategy and plan for handling the crisis beforehand. The article provides some research findings on how companies managed to bring uncertainties and losses to a minimum. The method of interview allowed conducting qualitative analysis of different factors impacting construction projects. The pre-crisis performance, challenges during the crisis, and signs of recovery period are characterized. Study highlights the role of government in maintaining business operations. The results of survey and model for improved resilience is developed and introduced representing recommended set of resources, components of business process for desired outputs and outcomes in the construction business in Georgia.
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