Entrepreneurial propensity for market analysis in the time of COVID-19: benefits from individual entrepreneurial orientation and opportunity confidence

The changing role of innovation for crisis management in times of COVID-19: An integrative literature review

“…Increased contact with the social entrepreneurship literature, in particular, is a viable area for future research due to SE's environmental legacy. While SE research has shifted away from its environmental roots and toward a triple-bottom-line perspective, social entrepreneurship research, as its more recent brother, has the potential to inform SE in terms of evaluating and managing the social dimension of entrepreneurial activity ( Emami, Ashourizadeh, Sheikhi, & Rexhepi, 2021 ). Similarly, cross-fertilization with the literature on social entrepreneurship might be advantageous, as the latter has gone into deeper detail about hybridity and hybrid tensions.…”

“…The COVID-19 outbreak has wreaked devastation on healthcare facilities and treatment systems almost all over the world ( García-Carbonell et al, 2021 ). Moreover, due to the COVID-19 pandemic, especially SMEs, face a variety of issues and hurdles (e.g., Emami et al, 2021 ). The time of closure and movement prevention measures enacted by governments in numerous nations have severely impacted SME operations, weakened their financial standing, and exposed them to financial risk ( Omar, Ishak, & Jusoh, 2020 ).…”

Digitalization and entrepreneurial firms' resilience to pandemic crises: Evidence from COVID-19 and the German Mittelstand

“…With this focus on digitalization before the crisis as a preparation capability, we aim to complement earlier research that has examined entrepreneurial firms' responses to the pandemic crisis caused by COVID-19 (e.g., Bartik et al, 2020 ; Dejardin et al, 2022 ; Emami et al, 2021 ; Giotopoulos et al, 2022 ; Hadjielias et al, 2022 ; Hammerschmidt et al, 2021 ; Kraus et al, 2020 ; Khurana et al, 2022 ; Kusa et al, 2022 ; Schwaiger et al, 2022 ; Soluk, 2022 ; Soluk et al, 2021 ; Wendt et al, 2021 ; Xie et al, 2022 ), and thus into coping and adaption forms of organizational resilience ( Duchek, 2020 ). In general, these earlier findings highlighted the significant variance among entrepreneurial firms' responses to the COVID-19 pandemic crisis (e.g., Hadjielias et al, 2022 ; Sharma et al, 2022 ), including their reliance on digital technologies ( Giotopoulos et al, 2022 ; Khurana et al, 2022 ; Soluk, 2022 ; Soluk et al, 2021 ; Wendt et al, 2021 ).…”

“…In general, these earlier findings highlighted the significant variance among entrepreneurial firms' responses to the COVID-19 pandemic crisis (e.g., Hadjielias et al, 2022 ; Sharma et al, 2022 ), including their reliance on digital technologies ( Giotopoulos et al, 2022 ; Khurana et al, 2022 ; Soluk, 2022 ; Soluk et al, 2021 ; Wendt et al, 2021 ). At the same time, these studies highlighted several factors that could have influenced how such firms responded (for a review, see Sharma et al, 2022 ), including their status as family firms (e.g., Hadjielias et al, 2022 ; Kraus et al, 2020 ; Soluk et al, 2021 ), industry affiliation ( Bartik et al, 2020 ; Giotopoulos et al, 2022 ), organizational size ( Bartik et al, 2020 ; Kraus et al, 2020 ; Wendt et al, 2021 ), involvement in global commerce and supply chains ( Wendt et al, 2021 ), the commandment of dynamic capabilities ( Dejardin et al, 2022 ) and resource allocation skills ( Soluk, 2022 ), the individual entrepreneurial orientation and management style of the firm owners ( Emami et al, 2021 ; Khurana et al, 2022 ; Kusa et al, 2022 ), financial resources built on their past financial performance ( Bartik et al, 2020 ), their regional embedding ( Hammerschmidt et al, 2021 ; Wendt et al, 2021 ), an innovation-friendly culture ( Giotopoulos et al, 2022 ) and inclusion in business networks ( Khurana et al, 2022 ; Xie et al, 2022 ). While these factors need not function in the same way for preparation forms of organizational resilience as for coping and adaption forms ( Duchek, 2020 ), we build on such prior work and examine these contextual characteristics as potential moderators of the general digitalization–resilience relationship.…”

Strategies of German Bundesliga and English Premier League clubs for the COVID-19 crisis: the case of international broadcasting fans

“…However, NT is a stimulus-centered judgment, where an individual faces a situation; regardless of past events, they need to allocate the object into a normality categorization (Kahneman and Miller 1986 ). When evaluating what is normal and what is not, individuals are more affected by abnormal decisions, arising sentiments of regret (Feldman et al 2020 ), and contextual situations (Emami et al 2021 ) have a relevant impact on the evaluation of whether action or inaction should be considered a more normal decision (Temerak and El-Manstrly 2019 ). According to Kahneman and Miller ( 1986 ), exceptional or out-of-the-routine events are those that seem to have highly available alternatives.…”