Small business research: Time for a crisis-based view

By Brahim Herbane. 2010

301 citations recorded by the source corpus.

Subfields: Communication, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/2b48245ba6a848efe84f2f7dffb9fee23b094517

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Citations in the corpus

Staying alive during an unfolding crisis: How SMEs ward off impending disaster (2020, background): “Despite their important role, SMEs are the most threatened by the COVID-19 crisis given their relatively vulnerable financial position (Doshi et al., 2018; Ghosal and Ye, 2015; Herbane, 2010), which has triggered the initiation of an unprecedented range of government programs, including financial as”
Organizational resilience: a capability-based conceptualization (2019, background): “Crisis serves as an umbrella term for these kinds of unexpected events (Hermann 1963; Smart and Vertinsky 1984; Herbane 2010). three successive resilience stages (anticipation, coping, and adaptation) and assign important organizational capabilities to each of these stages.”
Risk management capability building in SMEs: A social capital perspective (2013, background): “While research into the context and management of SMEs is long-established and has matured into a body with multiple sub-genres of focus such as enterprise, leadership, financing, marketing, etc. (Herbane, 2010), work that focuses on RM and RM capability building in SMEs is rare.”
What really happens to small and medium-sized enterprises in a global economic recession? UK evidence on sales and job dynamics (2015, unknown): “Given the economic importance and vulnerability of small businesses, a better understanding on how adverse macro economic conditions influence entrepreneurial activities is crucial to effective crisis management by small businesses (Herbane, 2010).”
Antecedents of organizational resilience in economic crises—an empirical study of Swedish textile and clothing SMEs (2012, background): “Previous research has found that SMEs generally lack resources and capabilities (Herbane, 2010; Vossen, 1998), hence attempt to build resilience through strategic and operational readiness or rapidity (Ismail et al., 2006; Sheffi, 2007; Sullivan-Taylor and Branicki, 2011), positive adjustments…”
Startups in times of crisis – A rapid response to the COVID-19 pandemic (2020, unknown): “…context (e.g. Buchanan and Denyer, 2013; Linnenluecke, 2017) and case studies have been successfully applied to capture entrepreneurs’ experiences (Herbane, 2010; Runyan, 2006) or to investigate specific crisis events and the emergence of businesses following crisis (Williams and Shepherd, 2016).”
Small business financing in the UK before and during the current financial crisis (2012, background): “Given the economic importance and vulnerability of small businesses, a better understanding of how adverse macroeconomic conditions influence entrepreneurial activities is crucial to effective crisis management by small businesses (Herbane, 2010).”
Special issue on entrepreneurship and crises: business as usual? An introduction and review of the literature (2018, background): “crises (Herbane 2010), and in relation to specific crisis events like the earthquake in Haiti and business emergence in this context (see Williams and Shepherd 2016), surveys seem to be the most”
Enterprise Risk Management Practices and Firm Performance, the Mediating Role of Competitive Advantage and the Moderating Role of Financial Literacy (2018, background): “We argue that entrepreneurs’ financial education can influence the relationship of ERM and firm performance, as noted by Herbane (2010), and that entrepreneur’s perception about risk can influence the overall approach of risk toward firm operational activities.”