Volume VII, n°02 (August 2021) Aisaaoui. F, Elhazzam.

Crisis Management and Strategic Responses of Amazon company

to COVID-19 Pandemic

Fatma AISSAOUI * Dr. Mohammed ELHAZZAM

Tahri Mohamed University Bechar Tahri Mohamed University Bechar
Algeria Algeria
[email protected] [email protected]

Received: 12/04/2021 Accepted: 17/05/2021 Published: 01/08/2021

Abstract:
The purpose of this research paper is to provide recommendations to commercial
organizations in Algeria when managing crises by examining Amazon organizations that
manage the similar nature of crises on a daily basis. By examining the ongoing operations
of crisis management to the covid-19 pandemic in the organization, this research paper
will analyze if there are any essential learnings that can be applied for commercial
organizations. More specifically the paper examines how Amazon organizes, composes,
and coordinates, and analyzes if our commercial organizations can make use of a similar
structure.
Key Words: Crisis, Crisis Management, Strategic response, Amazon, Company, Covid19,
Pandemic.

JEL Classification : M54.

* Corresponding author: Aissaoui Fatma ([email protected]).

Introduction:
Modern organizations are faced with a higher frequency of different crises than
ever before. All crises big or small have a toll on organizations; it could be financial,
reputational, and emotional/public safety among others. There is therefore an
advantage for organizations to take preventive actions so that crises that will affect
the organization are mitigated or have limited impact. The question is no longer
whether an organization will face a crisis or not, but when they will face one. Crisis
management is therefore a developing research topic that has through the years
seized bigger importance within organizations. In light of the emerging coronavirus
global pandemic, the world is currently experiencing an unprecedented crisis with
the spread of the virus in most regions of the world, which constitutes a challenge
for countries and organizations in how to manage this crisis. The Coronavirus
pandemic has had an immeasurable impact on workers and communities around the
world. As people sheltered during the lockdown, demand for e-commerce and cloud
computing increased tremendously, and with it, Amazon’s increasing leverage over
our economy and society.

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Problem Discussion: Previous crisis situations have been handled with mixed
results, sometimes devastating ones. Due to lack of preparation and appropriate
response strategies crises have escalated to more severe circumstances than
necessary. Organizations are now more than ever under constant supervision; their
actions affect not only the organizations ongoing operations but also society as a
whole. Media have always supervised the actions of politicians and governmental
organizations. However, today’s commercial organizations play a similar role
regarding societal impact. Their actions have therefore seized greater interest among
media and the public. This would imply that commercial organizations have a greater
responsibility and benefit to conduct appropriate crisis responses. Even though
organizational crisis strategies are constructed for the interest of the organization it
is inevitable to also benefit stakeholders and society with appropriate crisis
responses.
Research Questions: To fulfill the purpose and approach the problem statement of
this study we will answer the question: What can commercial organizations in
Algeria learn from Amazon organization's ongoing crisis management
operations handling the covid-19 pandemic?

I. Literature Review:
Previous literature related to the subject of this research has been reviewed in
order to provide a scientific background. To the best of the researchers’ knowledge,
no study has been conducted on Crisis Management and COVID-19 Response: The
Case of Amazon company.
1. Crisis Management:
The financial crisis 2008, the Crimean crisis 2014 and the oil crisis in the Gulf
of Mexico 2010 are some crises that have happen in the world during the last years,
and within a globalized and fast-paced world these crises have an impact across
international borders that affect a higher number of individuals and organizations
than ever before. However, a crisis could also be small but still have devastating
effects on those involved. This could for example be machinery failure, union strike
or the death of an employee. No matter what kind of crises that will occur they have
two specific points in common: they inflict a cost on the organization and with a plan
and a structure of how to handle the crisis damage can be controlled. (Holmgren &
Johansson, 2015, p. 5)
The Dictionary defines crisis as a stage in a sequence of events at which the
trend of all future events, especially for better or for worse, is determined; a turning
point. a condition of instability or danger, as in social, economic, political, or
international affairs, leading to a decisive change. (Dictionary, 2021)
There are plenty of definitions for a crisis. For this entry, the definition reflects
key points found in the various discussions of what constitutes a crisis. A crisis is
defined here as a significant threat to operations that can have negative consequences
if not handled properly. In crisis management, the threat is the potential damage a
crisis can inflict on an organization, its stakeholders, and an industry. A crisis can
create three related threats: (1) public safety, (2) financial loss, and (3) reputation

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loss. Some crises, such as industrial accidents and product harm, can result in injuries
and even loss of lives. Crises can create financial loss by disrupting operations,
creating a loss of market share/purchase intentions, or spawning lawsuits related to
the crisis. all crises threaten to tarnish an organization’s reputation. A crisis reflects
poorly on an organization and will damage a reputation to some degree. Clearly,
these three threats are interrelated. Injuries or deaths will result in financial and
reputation loss while reputations have a financial impact on organizations. (Coombs,
2007, p. 3)
Crisis management can be defined as a set of functions or processes whose
goal is to identify, examine and forecast possible crisis situations and establish
special means that would enable an organization to prevent a crisis or to deal with it
and overcome it with minimal consequences and the fastest possible return to a
normal state. Thus, crisis management is a stenographical name for all kinds of
activities directed at dealing with a system in a state of disruption: prevention,
preparation, alleviation, and recovery. It is a matter of modeling actions, agreements,
and decisions that influence the course of the crisis and encompasses organization,
preparations, measures, and distribution of resources for the purposes of overcoming
it. Crisis management usually takes place under conditions of organizational chaos,
under the pressure of numerous media, in stressful circumstances, and without
precise information. (Milašinović & Kešetović, 2008, p. 180)
Crisis management is the measures and methodologies used to recognize,
control and limit the damage of a crisis, and its ripple effects. (Canyon, 2020, p. 8)
Effective crisis management handles the threats sequentially. The primary
concern in a crisis has to be public safety. A failure to address public safety
intensifies the damage from a crisis. Reputation and financial concerns are
considered after public safety has been remedied. Ultimately, crisis management is
designed to protect an organization and its stakeholders from threats and/or reduce
the impact felt by threats. Crisis management is a process designed to prevent or
lessen the damage a crisis can inflict on an organization and its stakeholders. As a
process, crisis management is not just one thing. Crisis management can be divided
into three phases: (1) pre-crisis, (2) crisis response, and (3) post-crisis. The pre-crisis
phase is concerned with prevention and preparation. The crisis response phase is
when management must actually respond to a crisis. The post-crisis phase looks for
ways to better prepare for the next crisis and fulfills commitments made during the
crisis phase including follow-up information. The tri-part view of crisis management
serves as the organizing framework for this entry. (Coombs, 2007, p. 3)
Crisis Management Capability: is very clear that it is not prescriptive about
solutions. There are no checklists and nor should there be, as good practice in crisis
preparedness is something that each organization needs to develop within the unique
context of that organization. provides a framework within which a company can do
this thinking. In particular, provides “the four basic requirements of capability”:
(Hamidovic, 2012, p. 2)
 An intellectual requirement, which includes the ability to analyze situations,
set strategy, determine options, make decisions and evaluate their impact. It

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also includes the shared concepts that underpin the discipline of crisis
management.
 An organizational requirement, which includes the structures and processes
needed to translate decisions into action and review their impact.
 A cultural requirement, which reflects the willingness of staff to share and
support the top managers’ intentions and policies.
 A logistic requirement, which reflects the ability to support solutions by
applying the right resources in the right place, at the right time.
2. Covid-19 Pandemic:
A coronavirus is a kind of common virus that causes an infection in your nose,
sinuses, or upper throat. Most coronaviruses aren't dangerous. COVID-19 is a disease
caused by SARS-CoV-2 that can trigger what doctors call a respiratory tract
infection. It can affect your upper respiratory tract (sinuses, nose, and throat) or lower
respiratory tract (windpipe and lungs). It spreads the same way other coronaviruses
do, mainly through person-to-person contact. Infections range from mild to deadly.
(WebMD, 2020)
COVID-19 is a new disease, caused by a novel (or new) coronavirus that has
not previously been seen in humans. Because it is a new virus, scientists are learning
more each day. Although most people who have COVID-19 have mild symptoms,
COVID-19 can also cause severe illness and even death. Some groups, including
older adults and people who have certain underlying medical conditions, are at
increased risk of severe illness. (CDC, 2020)
The World Health Organization considers the emerging coronavirus a global
pandemic, which has spread in at least 223 countries worldwide, infecting over 100
million people and causing over 2 million deaths, therefore there is an urgent need
for a coordinated global response to prepare health systems to meet this
unprecedented challenge. (WHO, 2021)
3. History of Amazon Company:
Amazon.com the largest online shopping site in the U.S. Founded by Jeff
Bezos in 1994, within four years, Amazon had more than four million customers.
Today, more than 100 million visitors access the site each month. Amazon started
out as an online bookstore, constantly making news with its product volume. In the
late 1990s, after adding CDs, videos, DVDs and games, Amazon offered more than
four million titles. It continued to add new lines of business including toys, consumer
electronics, software, power tools, home improvement products, online auctions and
cloud computing services, the latter a significant profit center for the company. By
opening up its e-commerce platform to non-Amazon vendors in 2000, nearly every
legal product that can be shipped is available on Amazon's site. In 2005, Amazon
Prime was introduced as an annual subscription. Prime offers free one-day and two-
day shipping on most products Amazon stocks in its warehouses. Prime membership
increasingly offers other benefits, including unlimited video and music streaming,
photo storage and e-book lending (Prime Video, Amazon Music, Amazon Photos
and Kindle eBooks). In the late 2000s, the company began to offer Amazon-branded

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items, including e-book readers, tablets, smartphones, cables and other devices.
(Amazon.com, 2021)

II. Amazon Responses to the Covid-19 Pandemic:

Amazon.com is an international e-commerce company offering online retail,
computing services, consumer electronics, digital content as well as other local
services such as daily deals and groceries. According to recent industry figures,
Amazon is the leading e-retailer in the United States with close to 280.5 billion U.S.
dollars in 2019 net sales. The majority of the company’s revenues are generated
through e-retail sales of electronics and other products, followed by third-party seller
revenues, subscription services and AWS activities. Due to Amazon’s global scope
and reach, it is also considered one of the most valuable brands worldwide.
(Coppola, 2021)
1. The Impact of the Covid-19 pandemic on Amazon:
Economic crises have a way of creating winners and losers. Procter & Gamble
thrived during the Great Depression by doubling down on advertising; Target
expanded after the 2001 recession and saw profits grow 50%. Before the pandemic,
Amazon represented around 4% of total U.S. retail sales. But with the new habits
formed during the pandemic, UBS predicts that by 2025, e-commerce will make up
one-quarter of total retail sales, up from 15% last year. The firm also estimates that
100,000 brick-and-mortar retail outlets will close in the next five years. “Consumers
are increasingly shifting towards online shopping,” analysts wrote. “Many of these
shoppers may not get back to in-store shopping when the current state is over.”
(SEMUELS, 2020)
Many companies have launched a streaming service over the past few years,
trying to capitalize on the digital media shift and launching the so-called “streaming
wars.” After Netflix grew from a small DVD-rental company to a household name,
every media company from Disney to Apple to Amazon saw recurring revenues ripe
for the taking. as streaming has become the de facto method of consumption for
many. But it was actually the unexpected COVID-19 pandemic that solidified the
foothold of digital streaming, with subscription services seeing massive growth over
the last year. Amazon’s position as the second most popular video streaming service
after Netflix with 150 million subscribers might be surprising. However, Prime
Video subscriptions are included with membership to Amazon Prime, which saw
massive growth in usage during the pandemic. (Wallach, 2021)
Amazon has clearly been the outstanding performer through the course of this
global pandemic and has played an essential role in providing access to the supplies
and necessities essential to daily lives. Like many retailers, it has been focused on
initiatives to find solutions to the way that COVID-19 has reshaped shopping habits,
industries, and economies around the world. We’ve recently updated our 5-year
forecasts to reflect the impact that COVID-19 has had on retail around the globe.
(How Has COVID-19 Impacted Amazon?, 2020)
Amazon is increasing in sales. The reason for it is, people are staying at home to
reduce the risks of getting infected. Therefore, ordering the needed products online

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has become a common habit, Figure 1 shows Amazon's net income increased raptly
in 2020.
Fig. 1: « Amazon's net income from 1st quarter 2009 to 4th quarter 2020»

Source: (Sabanoglu, Amazon: quarterly net income 2009-2020, 2021)

In the last quarter of 2020, Amazon's net income amounted to 7.22 billion U.S.
dollars, up from the results of the preceding quarter with 891 million U.S. dollars.
Amazon's net sales amounted to 125.6 billion U.S. dollars during the same fiscal
period.
Online product sales are the biggest revenue segment of the e-tailer, followed
by retail third-party seller services. Amazon not only processes vendor sales but also
enables third-party sellers to sell their goods through the platform. In the last quarter
of 2020, more than half of all paid unit sales were generated by 3P sellers. During a
February 2019 survey of U.S. Amazon shoppers, it was found that the most popular
Amazon shopping categories were electronics, followed by apparel and footwear.
Key factors that drive consumers to shop via Amazon are broad product selection
and low shipping costs, as well as competitive pricing. Increasing product sales also
led to increased logistics expenditure for the retailer. In 2020, Amazon's fulfillment
expenses amounted to 58.52 billion U.S. dollars, up from 40.23 billion U.S. dollars
in 2019. In March 2018, Amazon’s average click-to-door speed in the United States
was 3.07 days. (Sabanoglu, Amazon: quarterly net income 2009-2020, 2021)
2. Amazon Positives Responses to the Pandemic:
In light of the ongoing COVID-19 pandemic, Amazon taken steps to protect
the health of their employees and communities. they've canceled large events, moved
their annual shareholders meeting online, and paused tours of their fulfillment
centers and headquarters. Additionally, they've transitioned to virtual job interviews
where possible and increased the frequency of cleaning for all facilities globally.
(Amazon, 2020-2021)

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Amazon to ensure that their employees and their communities have access to
COVID-19 vaccinations and testing. Here are some of the ways they’re stepping up:
(Amazon, 2020-2021)
 Amazon is helping vaccinate thousands of people through pop-up clinics in
Washington State and Florida.
 Amazon is advocating for COVID-19 vaccinations for their front-line
employees, including team members working in fulfillment and data centers,
and at Whole Foods Market stores.
 It also ramped-up onsite COVID-19 testing for employees thanks to the
ingenuity of their fast-moving response team–and they’re sharing what they
learned.
Amazon is also heavily invested in supporting employees, customers, and
communities during the pandemic, from enhancing safety measures to increasing
paid time-off. Here are a few examples: (Amazon, 2020-2021)
 They provided more than $2.5 billion in bonuses and incentives for our teams
globally in 2020.
 They made over 150 process updates, including enhanced cleaning and social
distancing measures, and implemented disinfectant spraying and temperature
checks across operations worldwide.
 Amazon distributed personal protective gear, including millions of masks for
employees.
 An employee diagnosed with COVID-19 receives up to two weeks of paid
time off—in addition to other paid and unpaid time off options. And they
ensure Amazon employees receive comprehensive health benefits starting on
Day 1 of employment.
 They established a $25 million relief fund for partners, such as delivery
drivers, and seasonal associates facing financial hardship or quarantine.
 With an eye on customers, Amazon is vigorously combating price gouging
to ensure fair pricing and fight entities seeking to profit off the COVID-19
crisis.
 Amazon recommend all employees who can work from home to do so.
Employees and partners whose work requires being in their workplace have
access to all of their usual paid and unpaid time-off benefits. They are
continuing to pay all hourly staff who work for service providers—from
food-service workers to security guards to janitorial staff—supporting they
global offices around the world.
 Amazon donates $1 million to a COVID-19 Response Fund to rapidly deploy
resources to community-based organizations at the front lines of the Puget
Sound region's COVID-19 outbreak. The fund, which is hosted by the Seattle
Foundation, will provide flexible resources to nonprofits and community-
based organizations working with those disproportionately affected by the
pandemic and the economic consequences of the outbreak. Initial grants will

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support organizations helping those without sick leave or health insurance,

medically fragile individuals, and healthcare workers.
 They created a $5 million Neighborhood Small Business Relief Fund to help
Seattle-area small businesses during this economically challenging time. The
fund will support businesses with fewer than 50 employees or less than $7
million in annual revenue.
 Establishing a $25 million Amazon Relief Fund to support our independent
delivery service partners and their drivers, Amazon Flex participants, and
seasonal employees under financial distress during the pandemic. All of these
groups can apply for grants equaling up to two weeks of pay if diagnosed
with COVID-19 or placed into quarantine.
 Increasing pay in the U.S., UK, Canada, and many EU countries qualifying
employees will receive an additional $2 USD per hour in the U.S., C$2 per
hour in Canada, £2 per hour in the UK, and approximately €2 per hour in
many EU countries.
 They're hired 100,000 new full and part-time employees across the U.S. in
their fulfillment centers and delivery network to meet the surge in demand
from people relying on Amazon's services during this stressful time.
 Amazon has donated $1 million to kick-start emergency COVID-19 response
efforts in the Washington D.C. area. The funds will benefit the four largest
foundations supporting vulnerable populations impacted amid the
pandemic—including hourly workers, people experiencing homelessness,
and the elderly.
 Amazon donates over £3M to organizations supporting those most affected
by the COVID-19 crisis in the UK, including the British Red Cross and local
intuitions in communities where their employees live and work.
3. Amazon Negatives Responses to the Pandemic:
The Coronavirus pandemic has had an immeasurable impact on workers and
communities around the world. As people sheltered during the lockdown, demand
for e-commerce and cloud computing increased tremendously and with it, Amazon’s
increasing leverage over our economy and society. The pandemic has already had
devastating effects on much of our economy and may accelerate long-term trends
that are concentrating power in the hands of a few big tech companies. The crisis
further solidified the role of e-commerce as brick-and-mortar stores closed and it is
widely predicted that at least some of the shift towards online shopping will become
permanent, altering the urban landscape of cities and towns across the world.
Amazon’s success during the crisis meant its founder, Jeff Bezos, already the richest
man on earth, got significantly richer. During the two-week period between March
18th and June 17th his wealth increased from $113.0 billion to $156.8 billion, and
then to $182.6 billion as Amazon stock hit all-time highs in early July —making him
the wealthiest person on earth by an even greater margin than before. But Amazon
did not do enough for the workers that make Amazon run. (Hoffman, 2020, p. 1)

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3.1. Amazon Responses in Europe:

Amazon workers across Europe protested workplace safety and heavy
workloads after several workers were diagnosed with COVID-19. (Heikkilä, 2020)
Workers at Amazon fulfillment centers near Milan and Florence in Italy have staged
strikes for enhanced safety measures in response to the COVID-19 pandemic. At a
facility near Milan, union representatives complained that the company had not
implemented proper hygiene and social distancing, including not making adaptations
to conform to the 1 meter of social distancing required by the Italian government at
entrances, locker rooms, briefings, and security checkpoints. (Moynihan &
Hamilton, 2020) Workers ended a two-week strike after Amazon agreed to a safety
and health committee. (Nilsson & Lee, 2020)
In France, a Nanterre tribunal ordered Amazon to limit deliveries to essential
goods while it conducted a more thorough assessment of coronavirus contagion risks
with staff representatives or face a fine of EUR 1M per day. The court said that
Amazon had disregarded its obligation of safety for the health of employees and
temporarily prohibited Amazon from delivering non-essential goods. (Comarmond,
2020) The court said Amazon could return to normal operations after it evaluated the
risks linked to Covid-19 with staff representatives and put in place appropriate safety
measures. (Sebag & Fouquet, 2020) In response, Amazon chose to shut down six
warehouses that employ 10,000 workers and ceased all deliveries for at least five
days starting April 16. (Cigainero, 2020) Amazon’s French managing director said
that the company has appealed the court decision and that there is no confirmed
reopening date. The company said that it would use warehouses outside of France to
serve its French clients. (Daboval, 2020)
In March, Spanish union Comisiones Obreras (CC.OO) filed a request with the
Labor Inspectorate (Inspección de Trabajo y Seguridad Social) to review Amazon’s
health and safety response to the pandemic after the company announced its first
three COVID-19 cases in two Spanish warehouses. (Martinez, 2020) In San
Fernando de Henares near Madrid, a labor ministry team carried out a 10-hour
inspection and ordered Amazon to correct deficiencies within two days. (Cano,
2020) Those measures included accommodating physical distance between workers,
disinfecting facilities where workers have been diagnosed with COVID-19,
providing personal protective equipment, and providing daily updates on confirmed
and presumed cases.
In Germany, workers told media that equipment was not adequately sanitized
and physical distancing measures were not always followed. (Götz, 2020)
In the UK, GMB Union representatives reported that workers at various Amazon
fulfillment centers worked in crowds of 200-300 people and had to reuse equipment
without available hand sanitizer. (Smith, 2020) The national office of the GMB
Union wrote to Amazon requesting emergency procedures to protect workers and
contractors, but Amazon did not reply. “Amazon refuses to recognize trade unions
and they will not communicate with us,” said a union representative. (Nilsson & Lee,
2020)

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3.2. Amazon Responses in The United States:

As of April 5th, there had been cases of COVID-19 at more than 50 of
Amazon’s facilities in the U.S. (Weise & Conger, 2020) At least three Amazon
warehouse employees have been fired for “violating internal company policies” after
they had advocated for better working conditions during the COVID-19 pandemic.
(Herrera, 2020) A member of the U.S. House of Representatives requested that the
Occupational Safety and Health Administration investigate the dismissal of two
workers at a warehouse in Minnesota who had filed a whistleblower complaint.
(Ilhan , 2020) Amazon also dismissed two user experience designer employees who,
as leaders of Amazon Employees for Climate Justice, had advocated that the
company do more to reduce its climate impact. The two were fired after they
circulated an invitation to an online meeting between Amazon white-collar
employees and Amazon warehouse workers to share concerns about working during
the COVID-19 pandemic. The company said it dismissed the two for repeatedly
violating internal policies. (Kari , 2020)
Amazon fired a worker who led an employee walkout at a fulfillment center in
Staten Island, NY to demand a temporary closure of the facility for cleaning after a
coworker was diagnosed with COVID-19. (Palmer, 2020) The worker was fired for
allegedly violating the company’s quarantine rules after having come into contact
with a sick employee. (Blest, 2020) The company’s general counsel reportedly
described the fired worker as being “not smart, or articulate” in an internal company
email. (Wakefield, 2020) The New York State Attorney General said in a statement,
“it is disgraceful that Amazon would terminate an employee who bravely stood up
to protect himself and his colleagues,” and she called on the National Labor Relations
Board to investigate the firing. (AG James Press Release, 2020) The New York City
Mayor ordered the city’s Human Rights Commission to launch a civil investigation.
(Reuters, 2020)
Workers at a facility in Queens, NY also walked off their jobs when they
learned that a coworker had been diagnosed with COVID-19 but Amazon had not
closed the facility for cleaning. Amazon then shut the facility for a day and paid
workers for their missed shifts. (Lee & Nilsson, 2020) Similar Amazon worker
walkouts took place in Chicago, IL, and Detroit, MI. (O’Donovan, 2020) Workers
in Detroit protested Amazon’s continued shipment of nonessential items that
increase workloads and reduce the ability to implement social distancing. (Russell,
2020) Grocery workers at Amazon’s Whole Foods Market subsidiary have also
engaged in work stoppages to protest their working conditions, approximately 300
workers across more than 40 Amazon facilities in California, Texas, Wisconsin,
Florida, and New York, among other states, signed a pledge not to work April 21,
2020. They took unpaid time off and alerted Amazon of their absence via the
company’s app. (Fickenscher, 2020)
Over 5,000 people have signed an Amazon workers’ petition calling on the
company to suspend its disciplinary rate-based write-ups to allow for proper
workstation and package sanitation. (Amazonians United NYC, 2020) For example,
a worker in a US warehouse expressed concerns that Amazon’s productivity targets

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do not allow sufficient time for workers to make the 2-3minute walk to the bathroom
to wash their hands. (Green & Dwoskin, 2020)

III. Discussion:
The COVID-19 crisis is radically reshaping our world, and one of its
unfortunate side effects is the acceleration of Amazon’s domination of our markets
and, frankly, many aspects of our lives—how we work, how we consume
entertainment, how we communicate. So far, the company has not used its power as
a force for social good—it has avoided taxes, squeezed small and medium sized
businesses, dragged down labor conditions. While many organizations are suffering
during the pandemic, for Amazon, it presents an opportunity for higher revenues,
cash flows, budgets for research and development and probably profits, as well as an
expedited entry into health care. As the crisis spreads across our economy, cash-rich
Amazon is well positioned to make acquisitions at bargain basement prices or other
investments that further consolidate its power. The example of Deliveroo, given
regulatory clearance, and reported interest AMC, J.C. Penny and Future Retail Group
show the potential for Amazon to seize the opportunities created in the pandemic.
Regulators are already looking at the company’s growth, but more scrutiny is needed
as no company should have this much influence. The latest developments show
positive signs in this respect: the European Commission has launched an
investigation on the Amazon Marketplace last year, the Competition Commission of
India has ordered a probe for alleged violations of competition law, while in U.S.
lawyers have filed complaints against Amazon’s dominant position in e-commerce
and the US Congress has called on the US Department of Justice to Open a criminal
investigation into Amazon and for Bezos to testify under oath in Congress. (Mattioli
& Tracy, 2020) Regulatory pressure on Amazon should not be limited to competition
matters. It is important that governments provide adequate financing to public
healthcare and education systems and for this purpose they should impose stricter
rules on taxation to collect a fair share from the tech giants’ revenues and incomes.
Simply put, just as our world will radically change after the pandemic, so will
Amazon. But the question of whether the company’s stranglehold on our markets
and communities will tighten will be answered by the resistance of regulators,
community organizations, labor unions, and anti-monopoly activists. (Hoffman,
2020, p. 20)

Conclusion:
In conclusion, it can be said that the epidemic caused by COVID-19 is the
largest pandemic that has affected the world in the last hundred years and has caused
devastating effects both on the world economy and on that of the individual nations
and, especially, to commercial organizations and getting through the crisis will be
the only real priority on the table for most companies in the coming months and
years. Nevertheless, the post-crisis world will be a different place, and it is already
clear that companies across all sectors will need to strengthen their crisis
management and business continuity efforts to be better prepared in the future.

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Results:
 Effective crisis management handles the threats sequentially. The primary
concern in a crisis has to be public safety. A failure to address public safety
intensifies the damage from a crisis. Reputation and financial concerns are
considered after public safety has been remedied.
 crisis management is designed to protect an organization and its stakeholders
from threats and/or reduce the impact felt by threats.
 The crisis can be an opportunity for Amazon to learn that social dialogue and
collective bargaining are vital tools that modern societies and companies use
to protect workers’ health and save people’s lives.
 Any failure of Amazon to keep its workers safe does not just put their
employees at risk, it puts the entire country at risk. The virus that causes
COVID-19 can live for up to 24 hours on cardboard and up to three days on
plastic and stainless steel.
 Amazon fired a worker who led an employee walkout at a fulfillment center
in Staten Island, NY to demand a temporary closure of the facility for
cleaning after a coworker was diagnosed with COVID-19.
 Amazon refuses to recognize trade unions and not communicate with them.
Recommandations:
The COVID-19 pandemic has created an urgent need for companies to adopt
best practices to protect their workers, their customers, and the communities they
serve. We encourage Algerian commercial companies to adopt the following
recommended policies and practices:
 Algerian commercial should establish a workforce consultation mechanism or
a joint labor/management committee for occupational safety and health issues
to be considered and remedied, and they should respect the right of employees
to refuse unsafe work.
 businesses should restrict activity to the provision of essential goods and
services, such as food, medicine, household cleaning, and personal hygiene.
 Employers should hire independent certified occupational safety and health
experts to advise them on best practices for the prevention of infection in each
of their specific operating environments.
 With the participation of impacted workers, employers should develop a written
infectious disease control plan with requirements for hazard assessment.
 The employer should regularly sanitize workplaces, where workers are infected
or suspected of infection, employers should inform other employees who have
been in contact, allow them paid time off to self-isolate, and offer to test; and
employers should immediately close, ventilate, clean, and disinfect all affected
areas or facilities for as long as necessary.
 Employers should separate workstations to allow for physical distancing and
adopt social distancing best practices and procedures, including staggered
shifts, telework, and limiting contact with customers.

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 Employers should provide paid sick leave to encourage sick workers to stay
home, paid leave for quarantined workers, paid leave at any temporarily closed
facilities, and family leaves options to provide for childcare due to school
closings or to care for sick family members. Paid sick leave should not be
contingent on COVID-19 testing results.
These recommendations aim to ensure that companies reduce the risk of
COVID-19 transmission to their workforces, their customers, and the communities
they serve. By adopting these best practices, companies can help mitigate the public
health crisis, build employee and customer goodwill, and position themselves for
success during and after the COVID-19 pandemic.

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