Sustainable Survival: Resource Management Strategy in Micro and Small Enterprises in the Rubber Products Market in Poland during the COVID-19 Pandemic

Katarzyna Czainska,Aleksandra Sus,Eleftherios I Thalassinos

doi:10.3390/resources10080085

Katarzyna Czainska, Aleksandra Sus + Show 1 more

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https://doi.org/10.3390/resources10080085

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Abstract

The COVID-19 epidemic surprised economic operators around the world. The very existence of many businesses, and thus jobs, was at stake. However, one year after the WHO declared the outbreak a pandemic, contrary to the pessimistic forecasts of business analysts, some industries did not experience the predicted negative effects of the crisis. This article presents the results of a pilot study on micro and small enterprises in the rubber products industry in Poland during the COVID-19 pandemic, with the aim of analyzing the phenomenon of sustainable resource management that led not only to the survival of these enterprises but also to a significant increase in their turnover. Therefore, the purpose of the study was to analyze the key success factors of the indicated economic entities, with particular emphasis on the perspective of sustainable resource management and relationship management. On the basis of best research practices, a triangulation of research methods was applied (integrative literature review, computer-assisted telephone interviewing, and individual in-depth interview). A relationship was observed between the sustainable management of resources and the structure of the relationship network and the strength of its connections. In micro and small enterprises in the rubber products sector in Poland, sustainable resource management is related to the structure of the network of relations and the strength of connections in the network (relations/networking), as enterprises form a group of entities with a high level of loyalty, especially between the suppliers and buyers of raw materials. The formulated conclusions will become the basis for further in-depth research that can be conducted (a) in the same group of respondents, but using a representative research group, (b) in the same industry among a group of large enterprises, and (c) in a group of small and medium-sized enterprises (SMEs) from other industries.

Highlights

Since 2007, the Global Risks reports published by the World Economic Forum [1]have identified pandemics at the forefront of potential threats in terms of their high probability of occurrence, large scale, and significant impact
In micro and small enterprises in the rubber products sector in Poland, sustainable resource management is related to the structure of the network of relations and the strength of connections in this network, as enterprises form a group of entities with a high level of loyalty, especially between the suppliers and buyers of raw materials
The phenomenon defined in this article as “sustainable survival” is based on three pillars: (1) adoption of the perspective of key internal and external stakeholders by enterprises; (2) creation of a supply chain, the consistency of which results from the built relationships; (3) diversification of the risk associated with the possibility of disrupting the supply chain

Summary

Introduction

Since 2007, the Global Risks reports published by the World Economic Forum [1]. Have identified pandemics at the forefront of potential threats in terms of their high probability of occurrence, large scale, and significant impact. On 11 March 2020, one of the predicted negative scenarios was realized. The Organisation for Economic Co-operation and Development (OECD) analysts promptly identified at-risk industries and estimated a looming decline in production in individual sectors. Their research predicted an activity decrease of (a) 100% for companies related to the production of transport equipment, real estate services, activities related to culture, entertainment, and recreation, and other service activities; (b) 75% for wholesale and retail trade companies, air transport, hospitality, and catering services; and (c) 50% for construction and professional services companies. In terms of the size of enterprises, the small and medium enterprise (SME)

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