Masters of disasters? Challenges and opportunities for SMEs in times of crisis
By F. Eggers. Journal of business research, 2020
709 citations recorded by the source corpus.
Small and medium-sized enterprises (SMEs) are the backbone of every economy. So, when an external crisis jeopardizes markets, such as the recent COVID-19 outbreak, SMEs are hit with great force. Their so-called liability of smallness, a lack of resources that would shield them from outside shocks, worsens the situation. This manuscript conducts a literature study on 69 manuscripts that studied SMEs in previous crises and proposes ways to overcome economic downturns in the areas of finance, strategy and the institutional environment. The paper finds a “strategy/funding chicken-and-egg-problem” and proposes an effectual world view when dealing with situations of great uncertainty.
Subfields: Accounting, Management of Technology and Innovation, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/438da433ea4f4fb89fe975dac1aa2d3393e3e4eb
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Accounting
In Management of Technology and Innovation
In Organizational Behavior and Human Resource Management
Citations in the corpus
- Impact of COVID-19 pandemic on micro, small, and medium-sized Enterprises operating in Pakistan (2020, positive): “…includes damage to public infrastructure such as electricity supply, communication and transportation system, and roads leading to increase in production cost and even business discontinuity (Asgary et al., 2020; Eggers, 2020; Hallegatte, 2015; Samantha, 2018; World Trade Organization, 2019).”
- Temporary business model innovation – SMEs’ innovation response to the Covid‐19 crisis (2021, positive): “First, we add to the SME crisis management literature (e.g., Eggers, 2020) and the growing stream of studies proposing innovation and temporary BMI as potential strategies to cope with the Covid- 19 crisis (Chesbrough, 2020; Kraus et al., 2020a; Wenzel et al., 2020).”
- The COVID-19 pandemic and organisational commitment of senior hotel managers (2020, neutral): “As discussed earlier, this can be linked to better human, social, economic and physical capital of these organisations, but also attributed to their better ‘open-mindedness’ (Eggers, 2020).”
- The Effectiveness of Russian Government Policy to Support SMEs in the COVID-19 Pandemic (2020, positive): “Scholars focus on the advantages of centralized corporate management systems [26,64], since in the context of a health system crisis, the ability of an enterprise to mobilize financial, technological and human resources in the shortest possible time is the most important factor for SMEs’ survival—th”
- The coronavirus (COVID-19) pandemic: challenges among Iranian startups (2020, positive): “Moreover, Eggers (2020) explored the challenges and opportunities for SMEs in times of crisis. He reviewed sixty-nine papers that studied the challenges faced by SMEs in previous crises and categorized them in three main categories, i.e., finance, strategy, and the institutional environment. His fin”
- COVID‐19 crisis and SMEs responses: The role of digital transformation (2021, neutral): “The current pandemic of coronavirus-associated acute respiratory disease, called coronavirus disease 19 (COVID-19; Gorbalenya, Baker, Baric, de Groot, & Drosten, 2020), has dramatically taken away many lives all over the world.”
- Exploring customers' responses to online service failure and recovery strategies during Covid‐19 pandemic: An actor–network theory perspective (2021, positive): “In recent months, in addition to the barriers to service recovery, Covid‐19 has had a global impact on businesses, forcing major adaptations in consumption and operational behaviors (Carracedo et al., 2020, Donthu & Gustafsson, 2020; Eggers, 2020; Pantano et al., 2020).”