Operational and strategic change during temporary turbulence: evidence from the COVID-19 pandemic

Reed, Jonathan H.

doi:10.1007/s12063-021-00239-3

Cited by 6 publications

(5 citation statements)

References 88 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Alternatively, it can be viewed as a difference in the form of an organization's alignment with the environment [64]. A large number of studies suggest that the strategic environment fit has positive performance implications [1,8,10,65,66]. The strategic environment fit is of even greater importance in the post-crisis era, as crisis shock may trigger another unexpected dynamic [67].…”

Section: Extent Of Strategic Change and Firm Performancementioning

confidence: 99%

Post-Crisis Sustainable Performance of Manufacturing SMEs: The Roles of Positive Orientation, Financial Slack, and External Networks

Chan,

Cheng,

Cheng

2023

Sustainability

View full text Add to dashboard Cite

This paper examines the roles of positive orientation, financial slack, and external networks in the sustainability of small and medium-sized manufacturing enterprises (SMEs) following the global financial crisis in 2008–2009. The financial crisis is a good example of sudden, unexpected external disruption, in which a firm’s resilience as well as sustainability is seriously tested. Using a sample of 207 manufacturing SMEs in Hong Kong, we tested the simultaneous effects of positive orientation, financial slack, and external networks on post-crisis firm performance through strategic change. Our findings show that positive orientation and external networks play an enabling role in strategic change, which in turn leads to high performance. The enabling role of financial slack is, however, not supported. The study also shows that positive orientation, financial slack, and external networks have direct and positive effects on firm performance. The results provide academics and practitioners with a new perspective of the underlying mechanism that sustains the firm performance of SMEs under a financial crisis.

show abstract

Section: Extent Of Strategic Change and Firm Performancementioning

confidence: 99%

Post-Crisis Sustainable Performance of Manufacturing SMEs: The Roles of Positive Orientation, Financial Slack, and External Networks

Chan,

Cheng,

Cheng

2023

Sustainability

View full text Add to dashboard Cite

show abstract

“…However, that should manifest as a perception of the OCs of the firm as being, comparatively, of a lesser quality. In this way, those that do possess fitting OCs in a competitive, changing market are able to generate GP more effectively, against the opposite comparison, where we are in a very stable competitive landscape [83][84][85].…”

Section: Competitive Intensitymentioning

confidence: 99%

How Dynamic Managerial Capabilities, Entrepreneurial Orientation, and Operational Capabilities Impact Microenterprises’ Global Performance

Alves

Carvalho

2022

Sustainability

View full text Add to dashboard Cite

Microenterprises’ internal capability landscape and how it relates to the firms’ global performance (GP) is sparsely studied and understood. Discrete relationships between a capability and GP may have some empirical evidence, but how microenterprises’ capabilities quantitatively relate to each other and together to GP still had no answer. Our model investigates the impact of dynamic managerial capabilities (DMCs) and entrepreneurial orientation (EO) on operational capabilities (OCs), and of those on GP, moderated by competitive intensity (CI). The data were acquired in a survey by questionnaire to 402 Portuguese microenterprises and treated using covariance-based structural equation modeling. We confirm that DMCs and EO have a positive, statistically significant, and substantive impact on OCs, explaining over half its variance, where any relation to GP is fully mediated by OCs. Furthermore, we found that OCs hold a positive, statistically significant, and substantive impact on GP, explaining nearly a quarter of its variance. CI as a moderator, with a marginal effects analysis, shows limited significance in a short range of values and never any substantive significance. Our results highlight that, for a healthy microenterprise business ecosystem, a great deal of attention and capacitation must be given to microenterprises’ managers, specifically their DMCs, EO, and, eventually, OCs.

show abstract

“…Several businesses were adversely affected, with many failing to survive the economic challenges posed by the COVID-19 pandemic (Vasiljeva et al, 2020). However, others were able to identify and exploit the emerging opportunities in the turbulent environment and obtain positive financial impacts (Reed, 2022).…”

Section: Introductionmentioning

confidence: 99%

How Startups and Entrepreneurs Survived in Times of Pandemic Crisis: Implications and Challenges for Managing Uncertainty

Silva

Beirão

Torres

2023

Journal of Small Business Strategy

View full text Add to dashboard Cite

The recent pandemic crisis has greatly impacted startups, and some changes are expected to be long-lasting. Small businesses usually have fewer resources and are more vulnerable to losing customers and investors, especially during crises. This study investigates how startups’ business processes were affected and how entrepreneurs managed this sudden change brought by the COVID-19 outbreak. Data were analyzed using qualitative research methods through in-depth interviews with the co-founders of eighteen startups. Results show that the three core business processes affected by the COVID-19 crisis were marketing and sales, logistics and operations, and organizational support. The way to succeed is to be flexible, agile, and adaptable, with technological knowledge focusing on digital channels to find novel opportunities and innovate. Additionally, resilience, self-improvement, education, technology readiness and adoption, close relationship with customers and other stakeholders, and incubation experience seem to shield startups against pandemic crisis outbreaks.

show abstract

Operational and strategic change during temporary turbulence: evidence from the COVID-19 pandemic

Cited by 6 publications

References 88 publications

Post-Crisis Sustainable Performance of Manufacturing SMEs: The Roles of Positive Orientation, Financial Slack, and External Networks

Post-Crisis Sustainable Performance of Manufacturing SMEs: The Roles of Positive Orientation, Financial Slack, and External Networks

How Dynamic Managerial Capabilities, Entrepreneurial Orientation, and Operational Capabilities Impact Microenterprises’ Global Performance

How Startups and Entrepreneurs Survived in Times of Pandemic Crisis: Implications and Challenges for Managing Uncertainty

Contact Info

Product

Resources

About