Resilience in a time of contagion: Lessons from small businesses during the COVID-19 pandemic

Sarkar, Soumodip; Clegg, Stewart

doi:10.1080/14697017.2021.1917495

Cited by 55 publications

(43 citation statements)

References 74 publications

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“…The difference is that we were not forced to pay attention to them to the same extent in the past. Several articles in this issue take material aspects into consideration, although not always theoretically foregrounding them (Bryson et al, 2021Oliveira & Cunha, 2021Sarkara & Clegg, 2021;Sergi et al, 2021;Uhl-Bien, 2021), and we hope that further contributions to the Journal will explore such issues in greater depth.…”

Section: Changing Timesmentioning

confidence: 99%

“…Finally, the last article in this special issue brings our attention to the matter of resilience. Sarkara and Clegg (2021) integrate the literature on sense-making with that on resilience to understand how leaders in small businesses navigated an unprecedented crisis once the COVID-19 pandemic broke out and activated resilience. Social distancing, lockdowns and other measures taken to contain the pandemic abruptly disrupted large as well as small businesses across the world in early 2020, presenting them with very rapid and unexpected change, an extreme crisis.…”

Section: Overview Of Articlesmentioning

confidence: 99%

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Changing Leadership in Changing Times II

Crevani

Uhl‐Bien

Clegg

et al. 2021

Journal of Change Management

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MAD statementThis leading article aims at Making a Difference (MAD) by inspiring to engage in new conventions for leadership and organizational change at a time when there is an opening for new practices to emerge. The COVID-19 pandemic upended much of what we take for granted, making us more aware of the ambiguity and multiplicity of reality, of the need for collaboration, adaptation and resilience, and of the embodied and material dimension of work life.

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Section: Changing Timesmentioning

confidence: 99%

Section: Overview Of Articlesmentioning

confidence: 99%

Changing Leadership in Changing Times II

Crevani

Uhl‐Bien

Clegg

et al. 2021

Journal of Change Management

Self Cite

View full text Add to dashboard Cite

show abstract

“…In short, it is the ability to persevere and bounce back in the face of adversity (Fiksel, 2015; Linnenluecke, 2017). Although there is little work on how small businesses deal with crises (Bartz and Winkler, 2016; Williams and Vorley, 2017), our knowledge of how they cope with the extreme type of disruptive crises is almost wholly unknown (Sarkar and Clegg, 2021). Sarkar and Clegg (2021) show that developing resilience can be key to small business survival and growth during a crisis.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Although there is little work on how small businesses deal with crises (Bartz and Winkler, 2016; Williams and Vorley, 2017), our knowledge of how they cope with the extreme type of disruptive crises is almost wholly unknown (Sarkar and Clegg, 2021). Sarkar and Clegg (2021) show that developing resilience can be key to small business survival and growth during a crisis. Resilience assumes greater significance for small and medium-sized enterprises/businesses (SMEs) as their chances of survival are less during disruptive crises.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Fostering resilience through the culture of excellence (CoE) practices: explorative insights from a talent management SME

Joseph

Totawar

Sam³

2022

MBE

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Purpose Organisational researchers have always highlighted the role of leadership during crisis. However, anecdotal evidence shows that leadership often fails when the culture does not back them during a crisis. Hence, actively initiating and developing a culture of excellence (CoE) become all the more relevant during a crisis. This paper aims to understand the role of CoE in building a resilient organisation. Furthermore, it aims to contribute to the understanding of building CoE practices in small businesses. Design/methodology/approach The paper reviews relevant literature and gathers evidence from VDart Inc, a digital talent management and services firm based in Atlanta, Georgia, USA. A case study design based on retrospective and real-time data collection is performed to investigate CoE practices before and during the Covid-19 crisis. Findings The findings argue that, most often, the culture and not just the leadership determines the fate of an organisation undergoing crisis. From the case evidence, the authors identify reinforce the culture, invest in cultural custodians, seek order, keep them close and industry thought-leadership (“RISK-It”) CoE practices for fostering resilience in small- and medium-sized enterprises/businesses (SMEs) for managing crises. Originality/value The authors contribute to knowledge in fostering proactive resilience in small businesses, showing how SMEs should invest in building a CoE when their organisations are stable instead of searching for strong leaders and unique strategies during a crisis. Later, during the crisis, just by reinforcing their CoE using RISK-It CoE practices, leaders and managers would be able to leverage any turbulence to the advantage of their organisations.

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“…Appendix 2 indicates that three organizational competencies, which are leadership & decision making, resilience, and sustainability, and one organizational incompetency, which is vulnerability, take the attention. Due to the reason that crises require rapid and optimal decisions and strong leadership, it is logical for scholars to focus on leadership, decision making, and factors influential on decisions during COVID-19 (Gouglas, et al, 2019;Hughes, et al, 2020;Ocampo and Yamagishi, 2020;Zhang, et al, 2020;Sarkar and Clegg, 2021;Santos, et al, 2021;Yigitcanlar, et al, 2021;Farhan, 2021;Oruh, et al, 2021;Stoker, et al, 2021;Oliveira and Cunha, 2021;Petridou and Zahariadis, 2021;Hartwell and Devinney, 2021). Also, as discussed in the part related to supply chain management, resilience can be considered a critical organizational competency as well.…”

Section: Competenciesmentioning

confidence: 99%

Covid-19 Pandemisi Sırasında Stratejik Yönetim Literatüründe Neler Söylendi?

BİLGİÇ

AYDOĞAN

2022

Toros Üniversitesi İİSBF Sosyal Bilimler Dergisi

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Organizations are struggling with severe circumstances brought by COVID-19. When overly increased uncertainty and complexity in a pandemic are considered, strategic management has gained importance. Thus, researchers have focused on strategic management from different perspectives and this situation has led to that strategic management literature considering COVID-19 incredibly enlarged. Here, this research aims to show the architecture of the current literature and examine it with a holistic and critical perspective provided by using bibliometric analysis and critical systematic review concurrently. 226 articles were determined to represent the literature in two steps: (i) WOS search based on keywords and (ii) eliminating irrelevant articles by reading. To realize research aims, a twofold research method was adopted. By leveraging bibliometric analysis, the map of the current literature was shown. Then, a critical systematic review based on content analysis of 226 articles was carried out. Herein, more/less studied fields and future research directions were shared, and methods & levels of analysis of research were shared.

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Resilience in a time of contagion: Lessons from small businesses during the COVID-19 pandemic

Cited by 55 publications

References 74 publications

Changing Leadership in Changing Times II

Changing Leadership in Changing Times II

Fostering resilience through the culture of excellence (CoE) practices: explorative insights from a talent management SME

Covid-19 Pandemisi Sırasında Stratejik Yönetim Literatüründe Neler Söylendi?

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