Factors Influencing the Formation of Organizational Resilience in SMEs Under Severe Adverse Events
Under the situation of frequent occurrence of severe adverse events, compared with large enterprises, small and medium-sized enterprises (SMEs) are more prone to serious damage and face great pressure and challenges for survival. However, there are still a few SMEs in China that have quickly developed organizational resilience in the face of severe adverse events, which has enabled them to quickly recover and rebound from huge external threats and even achieve "corner overtaking". Organizational resilience, as a complex concept with multiple connotations and dimensions, is understood as the ability to carry shocks and recover from them. In recent years, the clarification of factors influencing the formation of organizational resilience has become increasingly crucial, which has become the key to understanding the mystery of how SMEs develop organizational resilience in the face of severe adverse events.Although the existing literature has explored the factors influencing the formation of organizational resilience in SMEs from the perspective of managerial cognition and strategic actions, it is generally in its infancy and fragmented, and lacks a systematic analytical framework. Based on this, this paper adopts a qualitative meta-analysis approach and selects 14 typical case samples from the case database of the China Management Case-sharing Center (CMCC) , focusing on the unique characteristics of SMEs, and applies coding to deconstruct two types of influencing factors on SMEs' organizational resilience formation from the dimensions of managerial cognition and strategic actions, i.e., managerial attention allocation and strategic renewal actions. Among them, managerial attention allocation mainly includes two dimensions: exploitative attention allocation and exploratory attention allocation, and plays the role of cognitive guidance in the process of SMEs' organizational resilience formation, while strategic renewal action mainly manifests itself in organizational learning, resource reconfiguration and flexible organizational design, and empowers SMEs' organizational resilience formation. Accordingly, this paper constructs a framework for analyzing the influencing factors of "managerial attention allocation-strategic renewal actions-organizational resilience formation" in SMEs under severe adverse events.Compared with existing literatures, the marginal contributions of this paper are primarily reflected in the following aspects.Firstly, this study not only enriches and deepens the research on the influencing factors of SMEs' organizational resilience formation but also expands the research boundary of organizational resilience to severe adverse events situations, responding to Linnenluecke's (2017) call for researching organizational resilience of enterprises in extreme situations. Secondly,In terms of practical insights, the research findings, in terms of managerial attention allocation and strategic renewal actions, can provide useful path guidance for SMEs in China to effectively form organizational resilience in the face of extreme events, and to achieve rapid recovery and rebound of organizational performance.
severe adverse eventsorganizational resiliencesmall and medium-size enterprisesmanagerial attention allocationstrategic renewal actionsqualitative meta-analysis
万方数据
维普
