The resilient retail entrepreneur: dynamic capabilities for facing natural disasters
By E. Martinelli, Giulia Tagliazucchi, Gianluca Marchi. 2018
146 citations recorded by the source corpus.
The purpose of this paper is to investigate the formative dimensions of organizational resilience – namely dynamic capabilities (DCs) and social capital – displayed by retail entrepreneurs in the face of natural disasters (i.e. the 2012 Emilia earthquake). The paper evaluates social capital and the various types of DCs that support small entrepreneurs’ resilience during three temporal units of analysis: before the earthquake, during the emergency period, and during the recovery process.,The study was performed by applying a qualitative approach based on two focus groups and a double set of semi-structured interviews administered to a sample of eight small retail entrepreneurs hit by the 2012 Emilia earthquake. Content analysis was then applied.,The findings show that DCs and social capital are instrumental to enhancing organizational resilience; moreover the contribution of each category of DCs (reconfiguration, leveraging, sensing and interpreting, learning and knowledge integration) and social capital to entrepreneurs’ resilience changes according to the temporal phase of the natural disaster under analysis.,This study will provide small retailer entrepreneurs and public authorities with useful insights on how DCs and social capital can practically support recovery paths at different times in the occurrence of a natural disaster.,This study contributes to the scientific debate on organizational resilience in disaster management, studying it through the lens of DCs and social capital, and analyzing the role of different types of DCs in developing entrepreneurs’ resilience during the various periods of a natural disaster. Moreover, it contributes by applying the concepts of resilience and DCs to a poorly investigated entrepreneurial context such as the retail one.
Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/c57ac3b9020b370e5c77f1d3cb6e6839c144c27f
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In Organizational Behavior and Human Resource Management
In Sociology and Political Science
In Strategy and Management
Citations in the corpus
- Special issue on entrepreneurship and crises: business as usual? An introduction and review of the literature (2018, background): “In a departure from these studies, Martinelli, Tagliazucchi, and Marchi (2018) investigated the resilience of entrepreneurs across several periods relating to a crisis, before, during and after an earthquake.”
- The digitalization and public crisis responses of small and medium enterprises: Implications from a COVID-19 survey (2020, background): “Firms’ normal production and operation activities will be temporarily interrupted during the crisis (Martinelli et al. 2018), requiring them to implement immediate actions that promise immediate results, such as resuming production, improving efficiency, and reducing costs (Müller 1985).”
- Startups in times of crisis – A rapid response to the COVID-19 pandemic (2020, unknown): “Findings from research on the 2012 Emilia earthquakes in Italy (Martinelli et al., 2018) illustrate this point: The resilient entrepreneurs were those who created change and opportunities with the resources available at the time, thus clearly following one important effectual principle.”