Systemic complementarity, an integrative model of cooperation among small and medium-sized tourist enterprises in Mexico

2022

IJOA

Purpose This study aims to examine the impact of environmental scanning on organizational resilience through organizational learning based on organizational information processing theory (OIPT) in Egyptian small and medium-sized enterprises (SMEs) during the COVID-19 pandemic. Furthermore, this study aims to examine the moderating role of environmental uncertainty in this relationship. Design/methodology/approach The data for the mediation analysis was obtained using a cross-sectional design. Using a self-administered questionnaire, the authors collected data from a sample of 249 Egyptian SMEs. The authors tested the hypotheses using the smart partial least square structural equation modeling approach. Findings Organizational learning affects organizational resilience. Environmental scanning does not have a direct effect on organizational resilience. However, organizational learning fully mediates the relationship between environmental scanning and organizational resilience. Furthermore, environmental uncertainty does not moderate the indirect relationship between environmental scanning and resilience. Research limitations/implications The sample included only Egyptian manufacturing SMEs. The results in the service sector and in other countries may differ. This study was cross-sectional, which was limited in its ability to trace the long-term effects of environmental scanning and organizational learning on organizational resilience. Practical implications Egyptian SMEs’ managers should experience organizational learning as a pathway for environmental scanning to build organizational resilience. Originality/value To the best of the authors’ knowledge, this study is the first to investigate the role of environmental scanning in building organizational resilience through organizational learning and the moderating role of environmental uncertainty in this relationship.

Section: Theoretical Framework and Research Hypothesismentioning

confidence: 99%

Section: Theoretical Framework and Research Hypothesismentioning

confidence: 99%

Linking environmental scanning and organizational learning with organizational resilience of Egyptian SMEs: the moderating role of environmental uncertainty

2022

IJOA

“…Organizations should constantly pursue organizational resilience to deal with the ongoing pressures of the environment. However, determining the main factors and coupling practices and resources that promote organizational resilience are still challenging for SMEs (Sanchez-Garcıa et al, 2020). Therefore, the management literature is increasingly focusing on studying and finding out which systems or practices are necessary for organizations to be more resilient (Lai et al, 2016).…”

Section: Organizational Resiliencementioning

confidence: 99%

The relationship between environmental scanning and organizational resilience: Roles of process innovation and environmental uncertainty

2022

Front. Environ. Sci.

Due to increased global environment volatility and uncertainty, organizations are constantly faced with unexpected events such as the COVID-19 pandemic, which has brought large international disruptions for several firms. Organizational resilience is a potential notion for describing how firms might stay alive and thrive in such a volatile environment. Therefore, this study aimed to examine how SMEs can foster their resilience through investigating the roles of environmental scanning and process innovation while testing the moderating role of environmental uncertainty. To achieve this aim, we tested a structural model through an empirical investigation with partial least squares structural equation modelling (PLS-SEM) using a sample of 249 Egyptian SMEs. The results reveal that process innovation is a necessary condition for environmental scanning to affect organizational resilience. Furthermore, the results do not support the moderating role of environmental uncertainty the indirect relationship between environmental scanning and organizational resilience. Our findings contribute to innovation and resilience literature by proving that process innovation is a necessary mechanism to translate environmental scanning information to enhance resilience. This research is the first to highlight the role of process innovation in linking environmental scanning to organizational resilience. Our results provide insights about how Egyptian SMEs could remain resilient amidst the COVID-19 through scanning their environments to improve internal processes. We discuss related theoretical and managerial implications.

“…To handle the continual environmental pressures, organizations must constantly work to increase their organizational resilience. Nevertheless, for SMEs, it is still difficult to identify the basic factors, practices, and resources that support organizational resilience (Sanchez-Garcıa et al, 2020). Therefore, research into the identification of the practices and behaviors required for businesses to be more resilient is becoming a growing emphasis of management literature (Lai et al, 2016).…”

Section: Organizational Resiliencementioning

confidence: 99%

Does relational capital matter to food and beverage SMEs’ resilience? The mediating role of environmental scanning

2022

Front. Psychol.

The COVID-19 pandemic’s characteristics, including how quickly it spread, and the emergence of new virus variations, raise serious questions about the pandemic’s potential repercussions and complications in the food and beverage industry, among other industries. The global COVID-19 pandemic highlights the pressing need to reconsider how we manufacture and market food and beverage goods. During the epidemic, SMEs must build organizational resilience (OR) in order to recover economically, socially, and communally. Relational capital (RC) is a crucial factor that can be deployed by SMEs to acquire the resources existing in the external networks to adapt to disturbances; however, the impact of RC on the resilience of Egyptian food and beverage SMEs is under-examined. Additionally, it is unclear how RC promotes organizational resilience. In this regard, we argue that social interactions and regular communication can let an SME and its business partners exchange information and best practices, thereby enabling it to immediately establish backup plans to deal with the disruption. In order to achieve our aim, we investigated how relational capital affected organizational resilience both directly and indirectly through environmental scanning, utilizing partial least squares structural equation modeling (PLS–SEM).The results from 217 Egyptian food and beverage SMEs demonstrate that relational capital directly and positively affected organizational resilience. Besides, the RC–OR relationship is partially mediated by environmental scanning. Our current study, therefore, adds to the extant literature through being one of the few studies to address the topics of relational capital and resilience altogether during crisis times within a developing country, an issue that has not been sufficiently investigated in exiting literature. Moreover, our current study is the first one to empirically investigate the role of relational capital in facilitating environmental scanning activities of SMEs to ultimately foster their resilience. Our results, thus, prove that a large amount of information relevant for recovery are inherent within an SME’s external relations network. We provide implications for theory and practice.