The role of organizational resilience enabling firms to respond to adversity and survive has become ever more critical in the wake of an increasingly unpredictable external environment. Yet, while we understand the importance of resilience in responding to a major adversity, we have little appreciation for how firms are affected and react when facing multiple adversities over time, or how multilevel factors might impose on this process. These are crucial issues given that adversities are not necessarily single, isolated, or infrequent episodes. By studying a long-established family firm in the United Kingdom that experienced four major adversities, we identify the process that enabled it not only to survive but also to thrive. In this qualitative study, we introduce the notion of organizational fortitude to describe the approach that a firm develops to cope with the challenges of multiple unexpected adversities and highlight how multilevel factors combine to foster organizational fortitude.

This work seeks to identify behavioral processes that new entrepreneurs can adopt to construct legitimacy in frequently changing temporary business environments. Focusing on independent television content production in the UK, the study finds that new entrepreneurs exploit the varying roles that their projects can play and then sequence these in order to tailor the legitimacy they need to build their business. This research draws on a 5‐year inductive study of 81 projects won by entrepreneurs of five new independent television production companies.

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