“…The advantage of CM‐as‐practice is that, rather than departing from an optimum according to which firms should be fully prepared to deal with the crisis through business continuity plans, analytical methods, and specific crisis teams, it zooms in on the actors and arenas where crisis management is conducted. In line with contemporary research on crisis management (see especially, Alonso et al, 2021 ; Kim & Lim, 2020 ; Kuckertz et al, 2020 ; Tyler et al, 2020 ), our results show clearly that we should not expect these SMEs to have any of the features of the planning paradigm. Instead, they rely on established arenas and, if anything, they seem to become less reliant on input from others, which previous studies have shown to be a success factor in crisis management (Elliott et al, 2010 ; Sauser et al, 2018 ; Torres et al, 2019 ).…”