Through the lens of entrepreneurial orientation, this study investigates operational practices that (small and medium-sized enterprises) have either adopted or improvised to support small and medium-sized enterprises’ resilience in the face of coronavirus disease 2019. Qualitative data were collected through 43 semi-structured interviews with entrepreneurial resource providers, owners and managers of several small and medium-sized enterprises across different industrial sectors in Jordan. The study contributes to the further understanding of small and medium-sized enterprises’ resilience by conceptually advocating a five-pillars practitioner-grounded framework of small and medium-sized enterprises’ resilience capability (efficiency-based capability, adaptive-capability, collaborative-capability, change-capability and learning-capability). Entrepreneurial orientation has been found to transition and mobilise small and medium-sized enterprises’ resilience to survive major disruptions and threats. Entrepreneurial orientation, in this study, grounded on risk-taking, innovation and proactivity, facilitates developing new capabilities that shield the firm against different threats. Practically, the study suggests several recommendations for small and medium-sized enterprises to meet the challenges of coronavirus disease 2019 and similar future major shocks. Notably, the study suggests that small and medium-sized enterprises should balance short-term operational actions with long-term strategic thinking to build a resilience capability pool.

PurposeThe purpose of this study is to investigate the structural changes needed for project-based organisations (PBOs) to synthesise their project operations and services following the servitisation strategy. It addresses the question of how PBOs should change their organisational structure fitting with service provision strategy.Design/methodology/approachThis study followed an exploratory research method using a single in-depth case with evidence collected from 51 project managers from five different industry sectors: construction, oil and gas, IT, logistics and health careFindingsCapitalising on organisational design theory, it has been found that successfully extending PBOs' outcomes into a system of both project output and extra services requires an adjustment of organisational structure that creates greater value for both companies and customers. This required adjustment has been divided into five main categories: (1) collaboration cross-project and customers; (2) flexible workflow, (3) decentralised decision-making, (4) wide span of control and (5) project governance. However, the findings indicate that success can only be ensured by particular mutually coordinated organisational designs with a suitable balance of products and servicesPractical implicationsThis study presents vital indicators to PBOs practitioners when deploying servitisation within their operational strategy by adjusting the organisation's design.Social implicationsServitisation could add both economic and social values for a diverse set of project stakeholders. However, the sustainability performance of servitisation in servitised project-based organisations is an outcome of reducing the discrepancy between project operation and service provision activities.Originality/valueThis study contributes to the body of knowledge and proposes a structural alteration process in PBOs to help align project operations and service provision activities. It explains how project-based organisations reconfigure their resources to provide services.

PurposeThis paper explores the applications of lean thinking in re-evaluating the business school curriculum, syllabus and intended learning objectives to enhance the employability of graduates through identifying and eliminating non–value-added activities.Design/methodology/approachThe research employed multilevel qualitative methodology, where 55 semi-structured interviews were conducted to collect data from academics, students and graduates from several private and public universities in Jordan.FindingsThe study finds that the application of lean thinking in the business school is twofold – it helps the developer of the school curriculum to get rid of many superfluous and non–value-added activities and also emphasises and reinforces the value-added activities. Value stream mapping, with a consideration for internal and external outputs, has been found to be a useful tool for developing an employability-focussed curriculum that equips business school students with the required competences and skills in the labour market.Research limitations/implicationsThe study is based on a qualitative research approach. The generalisability of the findings is difficult to assess, and future research would benefit from the insights obtained from the quantitative dataPractical implicationsIn practice, this study has identified different types of non–value-added and unnecessary activities in business school curriculum and has made suggestions for the development of a more employability-focussed curriculum.Originality/valueThis paper investigates the non–value-added activities of the business school curriculum, syllabus and the intended learning objectives to enhance the employability of graduates in Jordan.

During the coronavirus disease 2019 (COVID‐19) pandemic, the demand and supply for many products fluctuated. Thus, many companies around the globe have repurposed their operations and reconfigured their supply chains (SCs) to switch production and produce new products. Literature provided various models and frameworks to explain the concepts of supply chain resilience. However, it remains unclear how companies could quickly and temporarily repurpose their SCs and what are the required capabilities during the COVID‐19 crisis. Therefore, this study investigates the role of developing dynamic capabilities such as manufacturing, logistics, production capacity and procurement in facilitating production changeover. Based on 36 semistructured interviews conducted with multinational corporations, the study findings demonstrate four specific capabilities known as the 4Rs: retooling, repurposing, recalibrating and reconfiguring. Hence, the study provides a conceptual framework of operational resilience to understand how production changeover could be achieved. In addition, this 4Rs framework helps decision‐makers to improve SC resilience and capabilities when facing a crisis such as COVID‐19.

Purpose This study aims to understand the challenges facing Syrian refugee entrepreneurs in Jordan and offers professional support to refugee entrepreneurs, with a view to improve their economic and social status, aid cultural integration and ultimately to help turn their business idea into reality. Design/methodology/approach A total of 62 semi-structured interviews were conducted with Syrian refugees in Jordan. Findings The study reveals that refugee entrepreneurs are both entrepreneurs of necessity and opportunity. Refugee entrepreneurship improves social welfare and drives economic growth. Nevertheless, refugee entrepreneurship faces many challenges and difficulties, mainly in terms of financing difficulties, cultural differences and a lack of business management skills. Research limitations/implications Future studies could investigate if the research results can be generalised to global refugee entrepreneurship by gathering data from other countries and comparing the subsequent results with this research. Practical implications The research shows that programmes and instruments should be created to support refugee entrepreneurship. It is also suggested that both social and economic support is needed to prompt refugee entrepreneurs. International cooperation and international organisations are important to support refugees and support countries that receive them, with a view to reduce the economic burden on these countries, which will in turn improve the quality of life for refugees. Social implications The increasing number of refugees is becoming a very serious social issue. The international community should contribute to helping those refugees through economic, social and cultural integrations. Originality/value This paper focuses refugee entrepreneurship to understand refugees’ entrepreneurial behaviour and any challenges facing Syrian entrepreneurship in Jordan.