Antecedents of organizational resilience in economic crises—an empirical study of Swedish textile and clothing SMEs

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Strategic agility-driven business model renewal: the case of an SME (2017, background): “…has been defined in some of the literature for SMEs as a set of resources (financial, social and tangible) and capabilities (strategic and operational flexibility) that are key enablers of resilience and performance (sales, cash flow and ultimately profitability) (e.g. Pal et al., 2014).”
Cash Conversion Cycle and Value-Enhancing Operations: Theory and Evidence for a Free Lunch (2017, background): “CCC management is especially relevant in the presence of financial constraints (Belghitar and Kahn 2013; Pal et al. 2014) or for companies with significant growth opportunities (Campello et al. 2011).”
What we know and do not know about organizational resilience (2018, unknown): “…2002; Megele, 2014; Pal, Torstensson, Mattila, 2014; Proper & Pienaar, 2011), robustness (Heinicke, 2014; S. Jackson, 2007; Kendra & Wachtendorf, 2002; Pal et al., 2014; Tierney, 2003; Tompkins, 2007) and redundancy (Chopra & Khanna, 2014; Yao Hu et al., 2008; Johnsen & Veen, 2012; Powley, 2009;…”
Resilience in agri-food supply chains: a critical analysis of the literature and synthesis of a novel framework (2018, background): ““Financial Strength” (IO9) concerns easily accessible liquid assets and so is a pre-requisite for many of the aforementioned flexibility options (Pal et al., 2014).”