The resilience strategies of SMEs in mature clusters

Abstract

PurposeThe purpose of this paper, according to the evolutionary perspective of resilience, is to provide a revised adaptive cycle model that explains how organisations that are embedded in a local system can foster their resilience.Design/methodology/approachAn exploratory case study analysis was carried out. The study adopted the methods and principles proposed by Eisenhardt (1989). Case studies were selected according the match-pair method and consist of two Italian wineries operating into the same wine cluster. Qualitative and quantitative data were collected and analysed through descriptive statistics and qualitative data analysis techniques.FindingsThe study proposes a revised model for the resilience strategies of small and medium-sized enterprises (SMEs) which combines firm and cluster level. Findings show that the resilience of SMEs is primarily driven by internal resilience strategies, and their surviving and adapting capacity, from a certain point of the evolutionary cycle, is fostered by internal decisions rather than by the influence of the external environment.Research limitations/implicationsThe study has some limitations. In particular, the exploratory survey does not permit the generalisation of results, and further empirical evidence is required. This research represents an initial step toward the development of a more exhaustive understanding of how the relationship SMEs-cluster can positively or negatively affect the resilience of organisations.Practical implicationsThe proposed model for the resilience strategies of SMEs offers also insights for managers and entrepreneurs.Originality/valueThis study significantly contributes to theory on resilience in the management field, that is largely related to economic geography, while investigations about the resilience at the firm level are limited and inconclusive.