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In the context of the external disruption presented by the COVID-19 pandemic, we investigate (1) how individual-level resilience and inter-functional coordination relate to organizational resilience and (2) the link between organizational resilience and firm performance. We view organizational resilience as a resource-based capability and draw on insights regarding psychological capital and relational resources to inform our hypotheses. Our hypotheses are tested with a time-lagged, multi-level study of young technology ventures. The results show that when such firms are resilient, they tend to perform significantly better in a crisis. Further, organizational resilience is positively influenced by the individual resilience of top management team members, as well as inter-functional coordination. We discuss implications for theory and practice and suggest avenues for research on resilience in entrepreneurship.

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This research examines four frequently used centrality indices—degree, closeness, betweenness, and eigenvectors—to understand the extent to which their clear theoretical distinctions are reflected in differences in empirical performance. Even for stylized networks in which one centrality index may seem more relevant than the others, the four indices are frequently highly correlated. This result can be interpreted as good news: it does not diminish the conceptual distinctions, yet it suggests the indices are rather robust, yielding similar information about actors’ positions in networks, which can be reassuring given their widespread use by applied network analysts who may not appreciate the theoretically distinct origins and definitions. This research also compares computational speed across the centrality indices as another practical element that may help determine the choice of centrality index.

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