Entrepreneurship and the systemic consequences of epidemics: A literature review and emerging model

Exploring entrepreneurship resilience capabilities during Armageddon: a qualitative study

“…During turbulent times, firms are required to develop resilience capabilities to ensure survivability and continuity. Resilience, commonly known as an inherent characteristic to persevere and bounce back during adversity (Linnenluecke, 2017;Renko et al, 2021), has been considered as an inevitable determinant of entrepreneurship success during unexpected events (Lengnick-Hall et al, 2011;Callegari and Feder, 2021;Protogerou et al, 2022). Resilient entrepreneurial firms are able to anticipate, absorb and recover from internal and external shocks while pursuing their strategic objectives (Witmer, 2019;Harries et al, 2018;Barasa et al, 2018).…”

“…, 2021), has been considered as an inevitable determinant of entrepreneurship success during unexpected events (Lengnick-Hall et al. , 2011; Callegari and Feder, 2021; Protogerou et al. , 2022).…”

Entrepreneurial behaviors that shape performance in small family and non-family hotels during times of crisis

“…One particularly relevant perspective was provided by crisis management, which is understood as those strategies that attenuate the negative effects of the environment (Pearson & Clair, 1998). As explained by Callegari and Feder (2021), entrepreneurial responses tend to focus initially on reducing the uncertainty that is generated by a crisis; in the long term, however, they contribute to transforming the post-crisis environment and, hence, help to shape a satisfactory new normal. Indeed, crises also provide important entrepreneurial opportunities in the long term (Caiazza et al, 2021;Callegari & Feder, 2021), which are often addressed by the implementation of more-resilient management strategies (Verma & Gustafsson, 2020).…”

“…As explained by Callegari and Feder (2021), entrepreneurial responses tend to focus initially on reducing the uncertainty that is generated by a crisis; in the long term, however, they contribute to transforming the post-crisis environment and, hence, help to shape a satisfactory new normal. Indeed, crises also provide important entrepreneurial opportunities in the long term (Caiazza et al, 2021;Callegari & Feder, 2021), which are often addressed by the implementation of more-resilient management strategies (Verma & Gustafsson, 2020). Interestingly, extant research shows that family firms and nonfamily firms address economic crises differently (Škare & Porada-Rochoń, 2021); this justifies more research on the topic.…”

“…As noted in the recent literature (e.g., Czakon et al, 2022;Kraus et al, 2020;Soluk, 2022;Soluk et al, 2021), family firm crisis management has yet to be sufficiently studied; the recent pandemic crisis helps to provide a relevant context to advance knowledge on the topic. And although each crisis should be understood as a unique event (Caiazza et al, 2021), Covid-19 has been associated with a more favorable resolution than other crises in the past have been (Chesbrough, 2020), showing the general accelerated development of effective responses; this is tied with the development of entrepreneurial capabilities and behaviors (Callegari & Feder, 2021). Moreover, there is limited knowledge regarding the use of entrepreneurial behaviors in mitigating the impact of a crisis by family businesses (particularly hotels) despite the growing literature on tourism entrepreneurship, digital entrepreneurship, strategic entrepreneurship, family entrepreneurship, and crisis management.…”