Entrepreneurial Resilience in Turbulent Times: Navigating Crisis and Disruption

Purpose This study aims to investigate how entrepreneurial orientation (EO) influences entrepreneurial resilience (ER) in the Middle East. Specifically, it examines the mediating role of innovation and the moderating role of crisis perception (CP) in the relationship between EO traits (risk-taking, autonomy and proactiveness) and ER, offering insights for regional small and medium-sized enterprises (SMEs) during crises. Design/methodology/approach This study is based on data collected through structured questionnaires from 1,523 respondents across diverse sectors in the United Arab Emirates, Kingdom of Saudi Arabia, Jordan and Lebanon. Covariance-based structural equation modeling was used to test the relationships between EO traits, innovation, crisis perception and entrepreneurial resilience. Findings The results reveal that EO traits (risk-taking, autonomy and proactiveness) significantly enhance ER. Innovation mediates the EO−ER relationship, strengthening business adaptability, while effective crisis perception moderates this relationship, enabling firms to better leverage EO for resilience during crises. Practical implications Policymakers and business leaders in the region can use these findings to design programs that promote entrepreneurial activities, foster innovation and support resilience during economic and political crises. Originality/value This research provides new insights into ER in the Middle East, a region often overlooked in EO and ER studies. The findings contribute to understanding how SMEs in politically and economically unstable environments can enhance their resilience through EO and innovation.

Purpose Entrepreneurship and entrepreneurs have become increasingly important around the globe considering its positive impact on productivity and employment by economic theoreticians, analysts and researchers. The purpose of this paper is to study the entrepreneurial resilience and self-efficacy of founders of small businesses in India during the global crisis. Design/methodology/approach Qualitative research method is adopted for analyzing the data collected through a structured questionnaire. In total, 72 small entrepreneurs participated in the study. For analysis of the responses, thematic content analysis is carried out using a four steps method. Codes are generated from the data, which are used to formulate sub-categories. The sub-categories are arranged into a thematic framework by the researchers. Findings The paper proposes a framework as an outcome of the study, which is discussed in detail in later sections. The framework comprises of four broad areas, namely, modifications (process/product/business model); impact on functional areas; technology adoption; and sources of business continuation. The linking of these is also presented in a pictorial representation. Originality/value This paper provides meaningful insights on entrepreneurial resilience and self-efficacy of small businesses in turbulent times. The theoretical contribution is in form of a proposed framework and an addition in the literature of entrepreneurial resilience for the developing economies. The findings can be used for the practical and policy implications, which may lead toward offering better understanding and clarity to the stakeholders. It may also show trajectory to authorities for formulating long-term strategies for the survival of small businesses in the region.

Migrants starting up businesses face different challenges than local companies, this difference can represent multifaceted features during turbulent times. Migrant entrepreneurs with diaspora resources can adapt their business models with special cultural and linguistic value creation elements that target markets both physically and online using digital means. Migrant resilience has been ignored in the business model-related literature. This multiple case study contributes to that. It examines ways five Russophone migrant entrepreneurs adapt their business models and employ available cultural and linguistic features, and other business and digital solutions by doing so using a business model canvas. The cases indicate that migrant life transformations combined with international experience may foster their entrepreneurial resilience and help them to adapt to the value creation elements. Shared language is one strategic value component. The study shows that migrant entrepreneurs discover and address both domestic and international opportunities and have aspirations beyond simple survival or necessity.