PurposeDuring disturbances and unprecedented events, firms are required to be resilient to confront crises, recover from losses, and even capitalize on new opportunities. The aim of this paper is twofold: (1) to examine how different types of capabilities (routine, dynamic or ad hoc) steer an entrepreneurial firm into ecological, engineering and evolutionary resilience and (2) to identify strategic activities that are deployed by firms with different capabilities to achieve resilience.Design/methodology/approachData were gathered using structured qualitative interviews with 26 entrepreneurial resilient firms that managed to survive a multitude of coinciding crises.FindingsThe findings show that each type of capability enhances the ability to achieve a specific resilience outcome: ad hoc capability for partial engineering resilience, routine capability for ecological resilience and dynamic capability for evolutionary resilience. Furthermore, ad hoc capabilities are shown to be favored when firms' losses are severe. In contrast, routine and dynamic capabilities are preferred when losses are mild. The most significant capability deployment activities related to building resilience are corporate strategic changes, global export strategy, cost reduction, stakeholder support, positive mindset, fund raising, network building, product development, efficiency improvement and restructuring. These activities are segregated based on capability and resilience types.Practical implicationsPractitioners are encouraged to cast off limiting assumptions and beliefs that firms are conditioned to fail when faced with unprecedented crises. This study provides an integrative portfolio of capabilities and activities as a toolbox that can be used by different entrepreneurs and policy makers to achieve resilience and better performance.Originality/valueThe paper undertakes a first of its kind empirical examination of the association between capabilities and resilience. The context is unique as it involves a multitude of coinciding crises including Covid-19 pandemic, city explosion, economic collapse, political instability and a severe banking crisis.

IFRS and their implementation are being associated with globalisation and the increasing influence of global institutions such as the World Bank. This article investigates the challenges of IFRS implementation in Lebanon, an Asian, Middle-Eastern, and an emerging economy. The findings are theoretically framed within the system, society and dominance (SSD) framework. The analysis demonstrates that system and dominance effects have driven the initial phase of IFRS implementation in Lebanon. However, societal factors have created challenges to this implementation. The article proposes a framework that categorises these challenges as schisms within the local field of accounting, associated with practice, education, and regulation.

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