Uncovering the effectual-causal resilience nexus in the era of Covid-19: A case of a food sector SME's resilience in the face of the global pandemic

Simms, Chris; McGowan, Phillip Jesse; Pickernell, David; Vázquez‐Brust, Diego; Williams, Andy

doi:10.1016/j.indmarman.2022.08.012

Cited by 22 publications

(11 citation statements)

References 132 publications

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“…However, after 2013, there was a fluctuation trend in the publications and citations of studies in business intelligence and SMEs, while 2021 can be characterized as the peak year of both publications and citations. This increase is due to the outbreak of Covid-19, which enhanced more the role of emerging technologies in the business arena [ 26 , 27 ]. The transition to the new digital age helps small and medium-sized enterprises to create a new digital network, a factor that is crucial for such enterprises to respond to the increased competition, to promote their products in larger markets and to implement new innovative proposals with greater success rates.…”

Section: Resultsmentioning

confidence: 99%

Business intelligence model empowering SMEs to make better decisions and enhance their competitive advantage

et al. 2023

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Small and medium-sized businesses (SMEs) typically steer clear of implementing business intelligence (BI) systems because they feel that this sort of modeling is complicated and costly. But the market for business intelligence (BI) has evolved quickly. New opportunities like cloud computing have greatly lowered prices and eventually made it possible to design integrated solutions that are only intended for SMEs. In addition to highlighting the research trends in the sector under investigation, this paper explores the function of business intelligence in enhancing the decision-making process and competitive advantage of SMEs. The research subject has been approached using bibliometric analysis using the R package. The display of the results was done with the aid of Biblioshiny and VOSviewer's bibliometric tools. The study highlighted that SMEs have started integrating Business Intelligence systems. However, a new business model that will combine business analytics and will ensure to SMEs that emerging technologies will not affect them negatively is crucial. Thus, this research proposes the development of a new business model that will be based on Business Intelligence and Technology–organization–environment framework (TOE) framework, which helps SMEs to feel safe with emerging technologies.

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Section: Resultsmentioning

confidence: 99%

Business intelligence model empowering SMEs to make better decisions and enhance their competitive advantage

et al. 2023

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“…However, the previous considerations on organizational resilience drawn from the literature must be placed in the context of the effects produced by the COVID-19 pandemic. As outlined in recent studies (Colberg 2022 ; Kraus et al 2020 ; Simms et al 2021 ), the pandemic has provided a unique and powerful discontinuance to internal and external environments, requiring firm adaptation in a wide set of areas. In fact, the COVID-19 pandemic has had singular connotations that have made it an exceptional event in terms of magnitude, extension, and speed (Amankwah-Amoah et al 2021 ).…”

Section: Literature Reviewmentioning

confidence: 99%

The role of management control and integrated information systems for the resilience of SMEs

Roffia

Dabić

2023

Rev Manag Sci

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This paper investigates the resilience of small and medium-sized enterprises (SMEs) in relation to the COVID-19 pandemic, particularly the influence exerted by certain factors related to management control, integrated information systems (enterprise resource planning [ERP]), information and communication technology (ICT) systems, and financial resources. For this purpose, leveraging from the dynamic capability theory, in late spring 2020, a questionnaire was sent to limited-liability SMEs in Verona and Vicenza provinces in Italy operating in the manufacturing, construction, and distribution sectors. Respondents were asked to answer a set of questions and to evaluate the resilience of their firms as of January 1, 2020; May 1, 2020; and one year later, as of July 2021. Using a multivariate regression model to analyze data from the 143 questionnaires received, we found a positive influence of budgeting, business continuity tools, availability of supplementary financial resources, and resilience of the entrepreneur on both COVID-19 resilience and the organizational resilience of SMEs. SMEs with a high intention to use ERP systems also had high resilience levels. ICT use for smart working was not statistically significant. Despite the limitations concerning the sample and period considered, we believe that this study contributes to both academic debate, by illustrating the influence of certain managerial and organizational factors on the resilience of SMEs, and practice, by supporting a greater empirical use of management control tools, such as budgets and contingency plans, and integrated information systems (ERP). Our study supports the creation of financial buffers and strengthening the entrepreneur’s resilience for improving SME resilience.

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“…Second, it provides empirical evidence of SMEs' response to extreme events, thus augmenting the literature on entrepreneurial resilience, which is primarily conceptual and needs more empirical research on entrepreneurial response to the crisis (Branicki et al, 2018). Third, it develops a framework that analyses the impact of decision-making logic as antecedents of resilience starting from the responses of entrepreneurs during disruptive times, addressing calls by Akinboye and Morrish (2022) and Simms et al (2022) by contributing to the discussion of the relationship between effectual and causal logics in response to disruption.…”

Section: Causation and Effectuation Logicmentioning

confidence: 99%

Italian entrepreneurial decision-making under lockdown: the path to resilience

Delladio,

Caputo,

Magrini

et al. 2023

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PurposeThis study addresses current research gaps by integrating resilience literature with crisis management theories, focussing on SMEs. Specifically, the authors examine how the entrepreneurial decision-making process, via the interplay of causation and effectuation logic, impacts a firm's ability to respond to unpredictable events. This paper aims to present an investigation that seeks to unearth the potentially complex interplay between causation and effectuation logic in fostering organisational resilience, particularly in the face of unprecedented disruptions such as the COVID-19 pandemic.Design/methodology/approachThis study includes the responses of 80 Italian entrepreneurs operating in the hospitality sector. The paper deployed a joint analysis through a partial least squares structural equation modelling technique (PLS-SEM) and a necessary condition analysis (NCA) to assess how the decision-making logics impact the entrepreneurs' decision when reacting to the pandemic.FindingsThe findings show that how entrepreneurs make decisions influence how they react to the crisis. Causation was found as a direct cause of resilience and preparedness, and effectuation was a direct cause of resilience and agility. Moreover, causation indirectly caused resilience through preparedness, and effectuation indirectly caused resilience through agility. Finally, both preparedness and agility are direct causes of resilience.Practical implicationsThis research generated insights into why and how some SMEs respond more effectively to uncertainty than others. It provides actionable strategies that business owners and managers can employ to enhance their ability to withstand and recover from crises.Originality/valueThis study's originality and novelty lie in its empirical investigation of the roles of causation and effectuation logic in entrepreneurial decision-making and, consequently, their influence on SME resilience. Focused on the Italian hospitality sector, it provides unique insights into resilience strategies under severe, real-world conditions, contributing to theoretical development and practical applications in crisis management.

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Uncovering the effectual-causal resilience nexus in the era of Covid-19: A case of a food sector SME's resilience in the face of the global pandemic

Cited by 22 publications

References 132 publications

Business intelligence model empowering SMEs to make better decisions and enhance their competitive advantage

Business intelligence model empowering SMEs to make better decisions and enhance their competitive advantage

The role of management control and integrated information systems for the resilience of SMEs

Italian entrepreneurial decision-making under lockdown: the path to resilience

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