While there is growing interest in exploring strategic orientations, their interaction, and impact on firm performance, most research has been conducted within stable economic environments. Taking into consideration economic instability, it is timely to develop a more nuanced understanding of how economic crises may affect key strategic orientation prescriptions. In this research, we examine entrepreneurial and market orientations as means through which firms may operate within an economic crisis to seize available opportunities.Additionally, we consider how increasing financial resource availability during macroeconomic constraint may affect these relationships. Based on a rare, and robust national random sample of 612 Russian small to medium-sized enterprises (SMEs) collected during a recent period of economic crisis in 2015-2016, our results reveal a positive effect of entrepreneurial orientation and a non-significant effect of market orientation. Moreover, we demonstrate how financial resource availability in concert with firms' strategic orientations yields distinctly more, and less, productive configurations.

T his paper aims to explore the relationship between different components of strategic entrepreneurship (particularly, entrepreneurial mindset, innovation, managing resources strategically, and competitive advantage) and SME performance during the economic crisis. To test the theoretical model, we utilize data collected through a survey of Russian SMEs during the period of economic crisis and subsequent stagnation in 2015-2016. The findings Кeywords: strategic entrepreneurship; innovation; entrepreneurial mindset; managing resources strategically; competitive advantage; small and medium enterprise; performance; economic crisis; Russia. suggest that the entrepreneurial component of strategic entrepreneurship is positively related to SME performance during the economic crisis; moreover, a significant negative link was found between SME performance of firms outside the Central Federal Region and an interaction term of Entrepreneurial Component and Competitive Advantage that suggests the need to choose only one type of action and not to perform both simultaneously.

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The article shows the essence of crowdsourcing as a modern management technology, as the basis for innovative business models and as a way of expanding the resource base of business. It figures out the structural elements of crowdsourcing, the advantages and disadvantages of crowdsourcing and problems associated with the use of crowdsourcing technology.