The Square Inch quilting studio: Survival strategies for a lifestyle enterprise

Abstract

This case focuses on how a lifestyle enterprise has used strategies to survive amidst the COVID-19 crisis. It explores how a lifestyle enterprise, ‘The Square Inch’, a quilting studio, (a) conducts teaching workshops, (b) stitches and sells quilts and (c) sells raw materials and accessories, including sewing machines required for quilting. The case provides a detailed account of the risks, uncertainties and crises faced by a lifestyle enterprise and its entrepreneur during its founding and growth. This case also highlights how resilience, entrepreneurial orientation and innovation can be used as survival strategies to overcome challenges. The case engages students to understand the survival strategies employed by a lifestyle entrepreneur in times of crisis.

Entrepreneurial Interventions for crisis management: Lessons from the Covid-19 Pandemic's impact on entrepreneurial ventures

“…Managing a crisis or disaster in organizations and businesses is an emerging research area [ 32 , 39 , 40 , 60 , 83 , 98 , 165 , 167 , 199 , 202 ]. Crisis management is primarily considered as a response to adversity to bring back the disrupted system into alignment [ 13 , 57 , 85 , 91 , 98 , 145 , 199 , 202 ].…”

“…Crisis management is primarily considered as a response to adversity to bring back the disrupted system into alignment [ 13 , 57 , 85 , 91 , 98 , 145 , 199 , 202 ]. There is an overlap between crisis management and resilience since resilience deals with the ability of an organization to get back to its original state and maintain reliable functioning despite adversity [ 32 , 39 , 40 , 60 , 83 , 98 , 165 , 167 , 199 , 202 ]. Recent studies on organizational resilience highlight the following (a) resilience is beyond restoration and includes the development of new capabilities and an expanded ability to keep pace with and create new opportunities [ 177 ], (b) resilience is an ability to develop ‘proactive’ and ‘reactive’ capabilities [ 39 , 47 , 60 ] to increase the level of readiness to respond to disruption during the various stages of crisis such as pre-crisis, during-crisis, and post-crisis [ 91 ], (c) resilience is founded on four major pillars: preparedness, responsiveness, adaptability and learning [ 40 ], (d) resilience consists of two dimensions, namely ‘planned’ and ‘adaptive’ resilience [ 32 , 167 , 184 ], (e) ‘absorptive’ and ‘adaptive’ resilience can be considered as two paths for organizational resilience, and (f) dynamic capabilities are known to manage crises, disruptions, and unexpected events, and maximize the organizations' recovery speed, which is known as dynamic resilience [ 27 ].…”

“…Several crises and disasters have impacted organizations, such as the global financial crisis, natural disasters such as floods and cyclones, geopolitical threats, and the most recent one due to the COVID-19 pandemic, and scholars have studied ways to manage them [ 1 , 14 , 32 , 57 , 71 , 83 , 85 , 91 , 110 , 146 , 167 , 181 , 183 , 199 , 200 ]. In this paper, we propose to primarily focus on the COVID-19 pandemic crisis, which started in late 2019, and the consequential lockdowns that resulted in an unforeseen and sudden adverse impact on the global economy [ 52 , 66 , 83 , 132 ]. The COVID-19 pandemic can be classified as a crisis and disaster since Faulkner [ 67 ] states that disasters are sudden with unpredictable catastrophic changes over which the victims had minimum control.…”

Livelihood strategies of women entrepreneurs in Indonesia

“…According to (Johnson et al, 2013), intellectual capital has a favorable impact on a company's performance, survival, and growth. H5: Intellectual capital significantly affects livelihood strategies Livelihood strategies and Survival strategy The term strategy signifies an integrated set of organizational actions to attain lasting success in a corporate context (Krishnan et al, 2021). It promotes an organization's growth and ensures its long-term viability (Gupta et al, 2021).…”

“…It promotes an organization's growth and ensures its long-term viability (Gupta et al, 2021). Survival strategies aim to avoid failure or death (Krishnan et al, 2021;Shepherd et al, 2000). During the crisis, businesses should develop survival plans to fulfill their strategic goals and future growth (Bourletidis & Triantafyllopoulos, 2014;Dahles & Susilowati, 2015;Prohorovs, 2020).…”