Purpose

This paper aims to propose a “Four-F (finding facts, fostering alternates, fulfilling implementation and feasibility testing)” action plan to global food service businesses (FSB) such as restaurants (dine-in/take away) to build resilience during times of global crises. The 2019 Coronavirus disease and FSBs apply as working examples elaborating the proposed Four-F action plan with several managerial implications for the internal and external stakeholders of FSBs.

Design/methodology/approach

The method involves reviewing and coding 108 articles using the PRISMA approach, then applying findings to develop the Four-F action plan integrating multiple theoretical concepts (such as stakeholder, crisis management and dynamic capabilities).

Findings

There are two key findings. First, though all four crisis phases should be considered by decision-makers as part of their contingency planning process, the pre and post-crisis stages need higher attention. Second, the Four-F action plan provides specific recommendations to FSBs stakeholders (consumers, suppliers and government) for each crisis phase (pre-crisis, crisis emergence, crisis occurrence and post-crisis).

Originality/value

To the best of the authors’ knowledge, this is the first paper that has incorporated multiple theoretical frameworks (stakeholder theory, crisis management and dynamic capabilities) within the FSBs context and provided the Four-F action plan for decision-makers to understand and manage crisis phases.

中文翻译：

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在危机时期为食品服务企业建立复原力：四要素行动计划

目的

本文旨在为餐厅（堂食/外卖）等全球食品服务企业 (FSB) 提出“Four-F（寻找事实、培养替代品、完成实施和可行性测试）”行动计划，以增强抗灾能力。的全球危机。2019 年冠状病毒病和 FSB 作为工作示例，详细阐述了拟议的 4-F 行动计划，对 FSB 的内部和外部利益相关者具有若干管理影响。

设计/方法/方法

该方法包括使用 PRISMA 方法对 108 篇文章进行审查和编码，然后应用发现来制定整合多个理论概念（例如利益相关者、危机管理和动态能力）的四 F 行动计划。

发现

有两个关键发现。首先，尽管决策者应将所有四个危机阶段作为其应急计划过程的一部分加以考虑，但危机前和危机后阶段需要更多关注。其次，Four-F 行动计划针对每个危机阶段（危机前、危机出现、危机发生和危机后）向 FSB 的利益相关者（消费者、供应商和政府）提供具体建议。

原创性/价值

据作者所知，这是第一篇在 FSBs 背景下融合多种理论框架（利益相关者理论、危机管理和动态能力）的论文，并为决策者提供了 4-F 行动计划来理解和管理危机阶段。