Crises, Covid-19, and Entrepreneurship

Batjargal, Bat; Jack, Sarah; Mickiewicz, Tomasz; Stam, Erik; Stam, Wouter; Wennberg, Karl

doi:10.1177/10422587221145676

Cited by 14 publications

(2 citation statements)

References 31 publications

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“…Taken together, our qualitative and quantitative analyses agree with the literature that highlights the need for resilience as well as the ability of entrepreneurs, organizations and economies to absorb and adapt to shocks (Batjargal et al, 2023). Our analysis also shows that SME owners need to pay attention to building resilience and pulling together useful tangible and intangible resources to help in both pandemic and non-pandemic periods.…”

Section: Discussionsupporting

confidence: 87%

How Ethnic Minority SME Owners in the UK can Create Value Amid Informal Institutional Voids

Olarewaju,

Tamvada

2023

Journal of Creating Value

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This article shows that the COVID-19 pandemic exposed informal institutional voids that exist for Black, Asian and Minority Ethnic (BAME) business owners in the United Kingdom. Based on a primary database of surveys and semi-structured interviews, the results show that many BAME small and medium-sized enterprise (SME) owners encountered informal institutional voids that White SME owners did not face during the pandemic. The article also shows how these BAME SME owners created value amid these institutional voids and how they can continue to do so. The article concludes by suggesting that bridging these voids is crucial for promoting a more inclusive environment where ethnic and non-ethnic entrepreneurs can succeed. It also presents policy implications and offers directions for future research.

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Section: Discussionsupporting

confidence: 87%

How Ethnic Minority SME Owners in the UK can Create Value Amid Informal Institutional Voids

Olarewaju,

Tamvada

2023

Journal of Creating Value

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“…How firms cope with severe crises, particularly with regard to their innovation management practices, is currently a highly topical debate (Belitski, Guenther, Kritikos, & Thurik, 2022; Goduscheit, Björk, & Boer, 2022). The sudden extreme shock of the recent COVID‐19 crisis has notably caused SMEs to see their usual ways of doing business obstructed in an unprecedented way, which has directly affected and challenged the competitiveness of many firms' business models (Batjargal et al, 2023; Fairlie & Fossen, 2022). Recent studies have therefore suggested that engaging in business model innovation (BMI), which, according to the dominant view in the innovation management literature, involves making fundamental changes to one or more of the key elements of the firm's existing business model, can be for SMEs an important strategic response to address severe crises like COVID‐19 as it can create new competitive advantages for the firm (Breier et al, 2021; Ghinoi & Di Toma, 2022; Ireland, Covin, & Kuratko, 2009; Kraus et al, 2020; Menter, Göcke, Zeeb, & Clauss, 2023).…”

Section: Introductionmentioning

confidence: 99%

Entrepreneurial alertness during severe crises: The effect on internal corporate venturing through business model innovation as a strategic response

Colson,

Vandekerkhof,

Marneffe

et al. 2023

Creat Innov Manage

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This study exploits a unique sample of 536 Belgian SME business owners, collected immediately after the first COVID‐19 lockdown, and provides new insights into how, during severe crises, business owners' entrepreneurial alertness functions as a critical strategic opportunity discovery skill for SMEs. Concretely, we find that entrepreneurial alertness can determine the emergence of a business model innovation (BMI) as a strategic response to severe crises, which then stimulates business owners' intent to start a new internal corporate venture (ICV). Creating such a new separate organizational entity within the structure of the existing firm can be strategically used as a tool to pursue the successful implementation of this BMI. Robustness and sensitivity analyses show that our results hold, and, in addition, we find that if business owners are lowly skilled in being able to be alert to discover innovative new opportunities for their firm, that this lack of skills negatively influences engaging in BMI and the subsequent intent to create such a new ICV to effectively implement the BMI. We discuss this study's contributions to the literature on BMI and (strategic) corporate venturing and address this study's practical implications.

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Does democracy foster entrepreneurship?

2023

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Entrepreneurship has been connected to several socio-economic issues. However, despite the growing conjectures, the links with democracy have yet to be substantiated. By using a country-level panel dataset over the 1972–2010 period, we find evidence that democracy is conducive to entrepreneurship. We shed light on the intensity and multidimensionality of democracy by showing that the promotion of free social interchange and the direct involvement of civil society in political processes are two dimensions of democracy driving such effect. We additionally observe that entrepreneurship is sensitive to both contemporaneous and historical values of democracy. By providing the first systematic empirical evidence that entrepreneurship and democracy are directly connected, this study suggests to consider their ongoing concomitant retreats as two related phenomena.

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Crises, Covid-19, and Entrepreneurship

Cited by 14 publications

References 31 publications

How Ethnic Minority SME Owners in the UK can Create Value Amid Informal Institutional Voids

How Ethnic Minority SME Owners in the UK can Create Value Amid Informal Institutional Voids

Entrepreneurial alertness during severe crises: The effect on internal corporate venturing through business model innovation as a strategic response

Does democracy foster entrepreneurship?

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