How small printing firms alleviate impact of pandemic crisis? Identifying configurations of successful strategies with fuzzy-set qualitative comparative analysis

Abstract

The objective of this article is to identify strategies that can help small firms alleviate the negative impact of the Covid-19 crisis. We tested six strategies (namely, entrepreneurial, market penetration, market development, product development, diversification, and cooperation). In particular, we identified combinations of these strategies that may lead to performance during the current pandemic crisis. Research Design & Methods: This is a quantitative study that uses fuzzy-set qualitative comparative analysis (fsQCA). We identified and compared combinations of strategies that are specific for three market conditions; namely, non-crisis, the initial phase of the crisis, and the advanced phase of the crisis. The research sample consisted of 150 small printing enterprises operating across Poland. Findings: Our findings show that combinations that may lead to firm performance during crises differ from those that are specific for non-crisis conditions. Specifically, the presence of a diversification strategy together with the absence of a market-penetration strategy along with the presence of entrepreneurial, market-development, and product-development strategies may lead to an increase in firm performance before the crisis. During the initial phase of a crisis, the presence of an entrepreneurial strategy together with a product-development strategy or a product-development strategy that is accompanied by a diversification strategy may lead to an increase in firm performance. During the advanced phase of the crisis, the presence of an entrepreneurial strategy together with a product-development strategy along with a set of entrepreneurial, market-penetration, market-development, and cooperation strategies may lead to an increase in firm performance. The most common strategies are product-development and entrepreneurial strategies; these are present under all market conditions. Implications & Recommendations: This study confirms the role of a firm's strategy. This study exposes the necessity of adapting the strategy to changing market conditions. In particular, this study indicates which strategies and their combinations enable a firm to alleviate the impact of a crisis. These observations have meaningful managerial implications for entrepreneurs regarding the current Covid-19 pandemic crisis and possible future crises. Contribution & Value Added:The findings of this study contribute to the literature on the response to the Covid-19 crisis. In particular, this study indicates strategies that can help firms mitigate the impact of the pandemic crisis. This study implemented the fsQCA methodology to identify combinations of strategies that enable the mitigation of the negative impact of the crisis. Article type:research article

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“…According to research by Cetera (2020), some companies in the industry used this form of support when crisis response funds became available, and some were planning to apply for it. A significant change in the business conditions for printing companies was the loosening of restrictions that took place in June 2020 (Suder et al, 2022). It was then that cultural and sports institutions reopened; these constitute a significant part of the customer base for printing companies.…”

“…It is primarily due to these last factors (which have been sources of global crises over the last three years) that academia has expressed a gradual increase in crisis management, with a particular emphasis on behaviors that are related to the changes and adjustments of business strategies as responses to changing environmental conditions (Pusceddu, Moi & Cabiddu, 2022;Suder, Kusa, Duda & Dunska, 2022;Puumalainen, Sjögrén, Soininen, Syrjä & Kraus, Vonmetz, Orlandi, Zardini & Rossignoli, 2023;. The crisis that was caused by the COVID-19 pandemic (which began in late 2019) has become a particularly appropriate context for research on entrepreneurial strategy.…”

“…Regardless of their origin, the emergence of new, complex, and unfavorable business environment conditions requires entrepreneurs to adjust their management processes to each situation Jedynak & Bąk, 2022) and their modifications, adjustments, and revisions of applied strategies in many cases (Zakrzewska-Bielawska, 2012;Bogatyreva, Beliaeva, Shirokova & Puffer, 2017;Cyfert & Krzakiewicz, 2020;Suder et al, 2022).…”

What is the link between internal communication, organizational culture and environmental strategy? The context of company size and employee perception

“…Wagner (2011) found that company size matters in the context of a propensity to introduce environmental training. In turn, Graafland et al (2003) note that large companies are more likely to use formal CSR reporting, while small and medium-sized companies employ informal ways (Suder, Kusa, Duda, & Dunska, 2022) to manage activities related to CSR, such as daily communication.…”

Does high-tech industry matter for marketing strategy selection? Adaptation vs. standardization on the international market

“…The Covid-19 pandemic served to accelerate digitalization processes and proved that only the newest high-tech solutions make it possible to function in crisis conditions (Banaszyk et al, 2021;González-Tejero et al, 2022;Suder et al, 2022). Hashai et al, (2022):…”