Business networks and organizational resilience capacity in the digital age during COVID-19: A perspective utilizing organizational information processing theory

Digitalization and entrepreneurial firms' resilience to pandemic crises: Evidence from COVID-19 and the German Mittelstand

“…In general, response rates in management and entrepreneurship research have been declining in recent decades (e.g., Chidlow et al, 2015 ; Pielsticker and Hiebl, 2020 ), especially those targeting top executives ( Cycyota and Harrison, 2006 ). However, our achieved response rate seems satisfactory, as it is in line with those of comparable recent and well-published survey studies (e.g., Rodil et al, 2016 ; Förster, 2015 ; Popa et al, 2017 ; Xie et al, 2022 ). Of the 156 cases, 23 had to be removed due to missing information on the variables of interest in this study.…”

“…With this focus on digitalization before the crisis as a preparation capability, we aim to complement earlier research that has examined entrepreneurial firms' responses to the pandemic crisis caused by COVID-19 (e.g., Bartik et al, 2020 ; Dejardin et al, 2022 ; Emami et al, 2021 ; Giotopoulos et al, 2022 ; Hadjielias et al, 2022 ; Hammerschmidt et al, 2021 ; Kraus et al, 2020 ; Khurana et al, 2022 ; Kusa et al, 2022 ; Schwaiger et al, 2022 ; Soluk, 2022 ; Soluk et al, 2021 ; Wendt et al, 2021 ; Xie et al, 2022 ), and thus into coping and adaption forms of organizational resilience ( Duchek, 2020 ). In general, these earlier findings highlighted the significant variance among entrepreneurial firms' responses to the COVID-19 pandemic crisis (e.g., Hadjielias et al, 2022 ; Sharma et al, 2022 ), including their reliance on digital technologies ( Giotopoulos et al, 2022 ; Khurana et al, 2022 ; Soluk, 2022 ; Soluk et al, 2021 ; Wendt et al, 2021 ).…”

“…In general, these earlier findings highlighted the significant variance among entrepreneurial firms' responses to the COVID-19 pandemic crisis (e.g., Hadjielias et al, 2022 ; Sharma et al, 2022 ), including their reliance on digital technologies ( Giotopoulos et al, 2022 ; Khurana et al, 2022 ; Soluk, 2022 ; Soluk et al, 2021 ; Wendt et al, 2021 ). At the same time, these studies highlighted several factors that could have influenced how such firms responded (for a review, see Sharma et al, 2022 ), including their status as family firms (e.g., Hadjielias et al, 2022 ; Kraus et al, 2020 ; Soluk et al, 2021 ), industry affiliation ( Bartik et al, 2020 ; Giotopoulos et al, 2022 ), organizational size ( Bartik et al, 2020 ; Kraus et al, 2020 ; Wendt et al, 2021 ), involvement in global commerce and supply chains ( Wendt et al, 2021 ), the commandment of dynamic capabilities ( Dejardin et al, 2022 ) and resource allocation skills ( Soluk, 2022 ), the individual entrepreneurial orientation and management style of the firm owners ( Emami et al, 2021 ; Khurana et al, 2022 ; Kusa et al, 2022 ), financial resources built on their past financial performance ( Bartik et al, 2020 ), their regional embedding ( Hammerschmidt et al, 2021 ; Wendt et al, 2021 ), an innovation-friendly culture ( Giotopoulos et al, 2022 ) and inclusion in business networks ( Khurana et al, 2022 ; Xie et al, 2022 ). While these factors need not function in the same way for preparation forms of organizational resilience as for coping and adaption forms ( Duchek, 2020 ), we build on such prior work and examine these contextual characteristics as potential moderators of the general digitalization–resilience relationship.…”

A Study on the Influencing Factors of Consumers' Purchase Intention During Livestreaming e-Commerce: The Mediating Effect of Emotion

“…Under these conditions, the combination of small- and medium-sized businesses and private domain flow becomes even more important (Jun et al, 2020 ). When the flow is plentiful, a significant amount of free or low-cost public domain flow can be converted into private domain flow of brands and merchants, with the private domain flow of merchants being deposited on the platform and becoming the platform's public domain flow (Xie X. et al, 2022 ). When the flow dividend falls, however, the platform's demand for public domain flow control and monetization rises, amplifying the conflict between public and private domain flow (Fu et al, 2022 ).…”

Gentlemen seek harmony but not uniformity: The heterogeneity of entrepreneurial team and organizational resilience

“…The volatility of the external environment is the result of all kinds of long-term and short-term risks ( Grassi and Nicole-Berva, 2022 ). In this environment, the development path and business model of enterprises are strongly impacted ( Xie et al, 2022 ). Innovation is of great significance to national economic development ( Do et al, 2022 ), and entrepreneurship is the concentrated embodiment of innovation ( Yuan et al, 2022 ).…”