Conceptualization of SMEs’ business resilience: A systematic literature review

Saad, Muhammedamin Hussen; Hagelaar, Geoffrey; Velde, Gerben van der; Omta, S.W.F.

doi:10.1080/23311975.2021.1938347

Cited by 117 publications

(145 citation statements)

References 132 publications

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“…Personnel should also perform their duties remotely (via information technology and virtually) as much as possible, and staff attendance should be shifted in time. This part of the results is parallel to findings Beninger and Francis (20); Le et al ( 22) and Saad et al (23). As mentioned, human resources are the largest and most valuable asset of any business that any business must protect to achieve increased resilience.…”

Section: Human Resources Managementsupporting

confidence: 85%

“…Le et al (22) also stated that physical, natural, financial, human and social resources are effective in increasing the resilience of businesses. Saad et al (23) stated in a study that human factors, social factors, economic factors, cultural factors, infrastructure factors and institutional support are effective in increasing resilience. Portuguez Castro and Gómez Zermeño (24) stated in their research that communication with relevant institutions, human and social capital, and proper management and policy-making can improve the resilience of entrepreneurial businesses in times of crisis.…”

Section: Introductionmentioning

confidence: 99%

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Developing a Paradigm Model for Resilience of Rural Entrepreneurial Businesses in Dealing With the COVID-19 Crisis; Application of Grounded Theory in Western of Iran

Mohammadifar

Naderi

Khosravi

2022

Front. Public Health

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Pandemic the COVID-19 is a global threat to rural entrepreneurial businesses with an uncertain ending. Therefore, it is necessary to provide a paradigm model to reduce the negative effects of this crisis, increase the resilience of rural entrepreneurial businesses or even turn this threat into an opportunity for the development of rural entrepreneurial businesses in the long run. This study, using a qualitative approach, investigated the resilience of rural entrepreneurial businesses in dealing with the COVID-19 crisis in Kermanshah province using a paradigm model. Using purposeful and theoretical sampling, 26 cases were selected. The tools used for data collection were open questionnaires (unstructured), individual depth interviews, and taking notes. The results provide a relatively comprehensive model that consists of six basic parts: causal conditions (included economic management, health factors, human resources management, and adaptation factors), the phenomenon (included low resilience of rural entrepreneurial businesses in the face of the COVID-19 crisis), contextual conditions (including social factors; cultural factors and psychological factors), interventing conditions (included business management and legal supports), action strategies (included Planned resilient actions and Unplanned resilient actions), finally, the consequences (included adapting to crisis conditions and increasing resilience in the long run, and also lack of adaptation to crisis conditions and lack of continuity of business survival in the long run). In general, rural entrepreneurial businesses in the face of crisis must, through planned resilience measures, both increase their business resilience in the short term, as well as develop the business and gain a competitive advantage in the long run. Finally, based on the findings and in order to developing resilience in rural entrepreneurial businesses during the COVID-19 crisis, some recommendations were presented.

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Section: Human Resources Managementsupporting

confidence: 85%

Section: Introductionmentioning

confidence: 99%

Developing a Paradigm Model for Resilience of Rural Entrepreneurial Businesses in Dealing With the COVID-19 Crisis; Application of Grounded Theory in Western of Iran

Mohammadifar

Naderi

Khosravi

2022

Front. Public Health

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“…Self-efficacy in terms of cognitive adaptation and flexibility has been identified as a quality of a resilient corporate leader by previous researchers [36]. In perilous circumstances, such individuals will seek knowledge, inspiration, and solutions (e.g., acquiring information about new technologies, science, economics, trends, government policies, and so on) [37]. Their enthusiasm is not only for learning more, but also for putting what they have learned into process designs, coming up with new ideas, and mobilizing resources to accomplish desired outcomes.…”

Section: -4-the Implications Of Innovative Personalmentioning

confidence: 99%

Factors Affecting SMEs' Intention to Adopt a Mobile Travel Application based on the Unified Theory of Acceptance and Use of Technology (UTAUT-2)

et al. 2022

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This study is part of a government research project which aims to synthesise the current evidence on the factors affecting the intention of mobile application adoption called ‘Tripper Notifier Application’ (TNA) for the hospitality and tourism industrial sector in Thailand. The focus is on small and medium enterprises (SMEs), which emphasize restaurants, hotels, and attraction sites. The present article examines various factors influencing the intention to use such applications by employing the Unified Theory of Acceptance and Use of Technology 2 (UTAUT-2) as the theoretical underpinning of this research paradigm. Using 84 selected research papers in Scopus published between 2020 and 2022, A thematic analysis incorporating a grounded theory approach to systematically generate themes was conducted, and the findings found three main themes, including business transformation capabilities (BTC), digital transformation capabilities (DTC), and personal innovativeness (PI), as an extension of UTAUT-2 as mediator and moderator variables. To this end, the study fills the research gaps and extends the UTAUT-2 framework by including an initiative of twelve inside attributes-based lines, including performance expectancy, effort expectancy, social influence, facilitating conditions, hedonic motivation, price value, habit behavior, behavioral intention, and use behavior, together with three moderators: age, gender, and experience. Finally, the context dimensions of the UTAUT-2 extensions were mapped to highlight all the constructs of the TNA adoption framework for future research directions. The novel contribution of this study is to fill the gap with both theoretical and practical knowledge. On the theoretical level, this study constitutes constructs based on UTAUT-2 theory as a research-based setting to fill a gap in research. On the practical level, it provides insights and information about new capabilities that SME owners, managers, and practitioners should consider in order to differentiate their own capabilities. Doi: 10.28991/esj-2021-SP1-014 Full Text: PDF

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“…External shocks that expose SMEs to resource "crunch" have been found to negatively affect organizations that lack the planning depth and foresight to identify possible new areas of business in the face of such shocks [76], as has the approach of owners and entrepreneurs to the use of such tools [77]. This perspective on resilience has been found to reduce the impact of business turbulence on the SME [78], lending weight to the argument that SMEs could utilize PPM planning frameworks as a strategic design and implementation tool [79,80].…”

Section: Challenges Of Implementing Ppm To Support Sme Planning Successmentioning

confidence: 99%

Strategic Innovation, Foresight and the Deployment of Project Portfolio Management under Mid-Range Planning Conditions in Medium-Sized Firms

Hadjinicolaou

Kader²,

Abdallah

2021

Sustainability

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The purpose of this paper is to examine the ability of a firm to innovate and absorb its innovative developments by borrowing concepts and models from project portfolio management (PPM). Using past research and the existing literature, it evaluates the potential to apply PPM to the medium-term strategic planning efforts of small- and medium-sized firms. The implementation of strategic innovation requires organizations to develop both a dynamic culture and flexible internal systems that yield to major external changes in their industry as well as internal resource changes. Such changes could include supply or value chain adjustments, changes in consumer behavior, re-allocation of internal resources or the responses of competitors. This paper examines the planning and implementation of project portfolio management tools in small- and medium-sized enterprises (SMEs) (50–250 employees) with a mid-range (2–4 years) planning horizon that are required to innovate in a strategic context to remain competitive or to take advantage of new opportunities. It relates strategic foresight to the ability of the firm to adjust tactically, including in the utilization and development of internal tools, processes, systems and culture. This paper contributes to the literature by examining the potential for PPM methodologies and models to support decision making in a strategic context in SMEs, an area that is under-represented in the research on strategy. It also relates this foresight with strategic innovation and draws parallels between the strategic management planning process and the use of project portfolio management models. It argues that strategic innovation is closely tied with the ability not just to innovate but to absorb this innovation within the organizational processes and build organizational maturity. It also examines the potential use of project portfolio management models to aid strategic innovation. The use of PPM models in support of strategic innovation may contribute to the sustainability of SMEs as businesses and to the potential to identify new business models that enhance the sustainability of a firm’s competitive advantage, particularly in mid-term.

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Conceptualization of SMEs’ business resilience: A systematic literature review

Cited by 117 publications

References 132 publications

Developing a Paradigm Model for Resilience of Rural Entrepreneurial Businesses in Dealing With the COVID-19 Crisis; Application of Grounded Theory in Western of Iran

Developing a Paradigm Model for Resilience of Rural Entrepreneurial Businesses in Dealing With the COVID-19 Crisis; Application of Grounded Theory in Western of Iran

Factors Affecting SMEs' Intention to Adopt a Mobile Travel Application based on the Unified Theory of Acceptance and Use of Technology (UTAUT-2)

Strategic Innovation, Foresight and the Deployment of Project Portfolio Management under Mid-Range Planning Conditions in Medium-Sized Firms

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