Small and Medium-Sized Enterprise (SME) Resilience

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Small and medium-sized enterprises (SMEs) are considered particularly vulnerable to crisis situations due to their limited assets and resources as well as their great dependency on local customers. Holistic risk management is critical to the development of resilience in organizations. This book explores this situation by addressing risk management for SMEs holistically with a focus on continuous learning and the development of dynamic capabilities to increase resilience.

It provides a broad overview of crisis/risk situations and their possible treatment in theory and practice discussed from different resilience perspectives. Featuring contributions from carefully selected experts, this book explores different types of small businesses and sectors to map the diversity and complexity of small business resilience practices. It not only helps SMEs facilitate rapid recovery from crises, but it also helps managers and professionals look to the future of their business with success by providing them with unique comparative research.

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Útgefandi: Springer Nature

ISBN: 9783031508363

Print ISBN: 9783031508356

Format: ePub

Útgáfa: 0

Höfundar

Tungumál: English

Útgefið: 2024-03-18

Prent takmörkun á líftíma: 100

Prent takmörkun: 2

Afritunar takmörkun: 2

Flokkar: Viðskiptafræði

Efnisflokkar: Viðskipti og hagfræði › Almennt Viðskipti og hagfræði › Lítil fyrirtæki Viðskipti og hagfræði › Stjórnun

Kaflar

Management for Professionals
Small and Medium-Sized Enterprise (SME) Resilience
Preface
Introduction to the Book, Its Aim, and Content
Outline
Structure of the Book
Conclusion
References
Contents
About the Contributors
Part I: Resilience in and for SMEs – State of Research
1. Introduction to the Research Topic and Its Domains
1.1 Definition and Concept of Resilience
1.2 Individual Versus Organizational Resilience
1.3 The Current State of Research on Resilience
1.4 Fusion of the Concepts of Crisis Management and Resilience
1.5 The Dark Side of the Resilience Concept
1.6 Conclusion
2. Digital Transformation as a Means of Achieving SME Resilience During COVID-19 – A Systematic Review and Future Research Agenda
2.1 Introduction
2.2 Methodology
2.3 Results
2.3.1 Description of Included Studies
2.3.2 Enablers of Digital Transformation of SMEs During COVID-19
2.3.3 Various Forms of Digital Transformation
2.3.4 Digital Transformation to SME Resilience Direct and Indirect Paths (Though Another Strategic Option)
2.4 Conclusion
3. How Management Control Systems Can Help Small and Medium-Sized Enterprises Develop Resilience
3.1 Introduction
3.2 Understanding SMEs, Organizational Resilience, and Management Control Systems
3.2.1 Definition of SMEs
3.2.2 Definitions and Conceptualizations of Organizational Resilience
3.2.3 Management Control Systems as a Package
3.3 Management Control Systems in SMEs
3.4 Relationship Between Management Control Packages and Organizational Resilience in SMEs
3.4.1 Management Control Systems and Anticipatory Forms of Organizational Resilience
3.4.2 Management Control Systems and Coping Forms of Organizational Resilience
3.4.3 Management Control Systems and Adoption Forms of Organizational Resilience
3.5 Summary and Implications
3.6 Concluding Remarks
Part II: Resilience Practice in SMEs from Different Perspectives
4. Enhancing SMEs Resilience by the Implementation of Business Interruption Insurance: Relevance of ERM and Corporate Governance – A Comparative Study
4.1 Introduction
4.2 Relevance, Cost, and Complexity of BI Implementation in SMEs
4.3 Sophistication of the ERM (Enterprise Risk Management) in the SMEs
4.4 Sophistication of Corporate Governance Mechanisms in the SMEs
4.5 Research Design
4.6 Selection of Variables
4.7 Findings
4.8 Conclusions and Practical Implications
Appendix (Tables 4.9 and 4.10)
5. The Resilience of Family Firms During Crisis
5.1 Introduction
5.2 Family Firm and Entrepreneurial Orientation
5.3 Family Firm Resilience
5.3.1 The Pandemic as Crisis
5.3.2 Development of Resilience Framework
5.4 Method
5.5 Empirical Findings and Results
5.5.1 The Development During Summer and Autumn
5.5.2 Entrepreneurial Orientation in a Crisis Situation
5.5.3 Crisis Management Procedures
5.6 Discussion
5.7 Conclusion and Outlook
Appendix: Interview Questions
6. Leveraging Knowledge Management and Entrepreneurial Orientation to Enhance Resilience in Small- and Medium-Sized Enterprises
6.1 Introduction
6.2 Literature Review and Conceptual Framework
6.2.1 Knowledge Management
6.2.2 Entrepreneurial Orientation
6.2.3 Link Between Crisis Management and Softer Measures of Performance in SMEs
6.3 Method
6.3.1 Data Collection and Sample
6.3.2 Measures
6.3.3 Dependent Variable: Soft Performance
6.3.4 Independent Variables
6.4 Statistical Analyses
6.4.1 Robustness Checks
6.4.2 Reliability and Validity Checks
6.5 Results and Discussion
6.6 Conclusion
7. Conceptual Development of a Resilience Maturity Model for SMEs
7.1 Introduction
7.2 Resilience
7.2.1 Definition and Conceptualization of Organizational Resilience
7.2.2 Determinants
7.2.2.1 Resilience Resources
7.2.2.2 Resilience Organization
7.2.2.3 Resilience Capabilities
7.3 Maturity Models
7.3.1 Origin and Application Areas
7.3.2 Purpose
7.3.3 Structure
7.4 Development of a Resilience Maturity Model for SME
7.4.1 Definition of the Scope
7.4.2 Comparison of Existing Maturity Models
7.4.3 Development Strategy
7.4.4 Design of the Maturity Model
7.4.5 Evaluation/Transfer
7.5 Summary
Appendix
8. A Perspective on Resilient and Sustainable Financial Strategies for SMEs
8.1 Introduction
8.2 The Long Way to Sustainability
8.3 Selected Regulations in the Context of Sustainability
8.4 Sustainability Risks
8.5 The “Sustainable Financial Challenge” for SMEs
8.6 Conclusion and Checklist for Sustainable Financial Resilience
9. Playing to Win: Enhancing Resilience in SMEs with Gamification
9.1 Introduction
9.2 The Concept of Resilience and its SME Particularities
9.2.1 Understanding Resilience and its Characteristics for SMEs
9.2.2 Layer of Individual Resilience: Personal Resources and Entrepreneurial Resilience
9.2.3 Layer of Team Resilience: The Role of Effective Teamwork
9.2.4 Layer of Organizational Resilience: Capacities Required on Firm Level
9.2.5 SME Resilience from a Multilevel Perspective
9.3 The Potential of Gamification and Serious Games for Organizational Development
9.3.1 Learning and Skill Development with Playful Activities
9.3.2 Applications in Business and Management Contexts
9.4 Considerations for Design and Implementation of Gamified Resilience Management in SMEs
9.4.1 Major Aspects of Game Design
9.4.2 Step-by-Step Approach for SMEs to Design and Implement Gamification to Enhance Resilience
9.5 Conclusion
10. Organisational Resilience in German Leasing Companies
10.1 Introduction
10.2 Theoretical Background
10.2.1 Resilience, Crisis and Business Continuity Management
10.2.2 Definition of Resilience, Crises and Business Continuity Management
10.3 Methodology
10.3.1 Data Collection and Research Approach
10.3.2 Sample Selection
10.3.3 Analysis of Qualitative Data
10.4 Research on Risk Management in the Leasing Industry
10.5 Resilience in the Leasing Industry
10.5.1 Regulation as Driver of Resilience
10.5.2 Isolated, Small-Scale Decisions Based on Single Exposures
10.5.3 No Integrated Approach to Resilience
10.5.4 Lack of Know-How and High Degree of Informality
10.5.5 Scarcity of Resources
10.5.6 Unstructured Organisational Learning
10.5.7 Strong Dependency on Key Players
10.6 Public Investigations Through Banking Supervision
10.7 Framework on Organizational Resilience for Leasing Firms
10.8 Self-Assessment on Resilience
10.9 Conclusion
11. Building Resilience: Pillars of Workforce Agility at Organizational and Individual Levels in SMEs
11.1 Introduction
11.2 Concept of Workforce Agility
11.2.1 Pillars of Agility: Individual Level
11.2.2 Pillars at Organizational Level
11.3 Challenges and Advantages for SMEs
11.4 Conclusions
12. Enterprise Risk Management and Resilience in SMEs During COVID-19 Pandemic: The Case of Italian Dealerships
12.1 Introduction
12.2 Theoretical Background and Literature Review
12.2.1 Organizational Resilience and SMEs
12.2.2 Enterprise Risk Management and SMEs
12.3 The Empirical Setting
12.4 Research Methodology
12.4.1 Sampled Dealerships and Interviewed Professionals
12.4.2 Interview Guide and Data Analysis
12.5 Research Findings and Discussion
12.5.1 Enterprise Risk Management
12.5.2 Resilience Building
12.5.3 Proposal of a Checklist on Resilience-Building Actions for SMEs
12.6 Conclusion
Appendix A: The Interview Guide
13. Increasing Value and Resilience Through Project Risk Management: A Case Study in the IT Consulting Sector
13.1 Introduction
13.2 Theoretical Background
13.2.1 Main Concepts
13.2.2 Literature Review
13.3 Objective and Methodology
13.3.1 Empirical Framework
13.3.1.1 Data Collection
13.3.1.2 Data Analysis
13.3.2 Case Selection and Description
13.4 Results
13.4.1 Project Alpha-1: Cost Estimating SW Application
13.4.2 Project Alpha-2: Cost Monitoring SW Dashboard
13.4.3 Project Alpha-3: Order Date Confirmation Automation
13.5 Discussion
13.6 Conclusion
14. Unlocking Resource Efficiency: Pathways for Microenterprises in Estonia to Offer Green Products and Services
14.1 Introduction
14.2 Theoretical Background
14.2.1 Microenterprises in Estonia
14.2.2 Resource Efficiency
14.2.2.1 Grants and Subsidies
14.2.2.2 Demonstration of New Technologies or Processes
14.2.2.3 Better Cooperation Between Companies
14.2.2.4 Clearer Rules on the Use of Secondary Raw Materials
14.3 Research Method
14.3.1 Data and Sample
14.3.2 Measures
14.3.3 fsQCA Analysis
14.4 Results and Discussion
14.5 Conclusion and Management Implications
14.5.1 Recommendations for Policymakers
14.5.2 Recommendations for Microenterprises
15. Position Paper: Resilience in SMEs—What Philosophy and Ethics Got to Do with It?
15.1 The Value of Philosophy in Thinking of Resilience
15.2 Ethics and Resilience: Unveiling the Connection
15.3 Concluding Remarks
Part III: Conclusions & Outlook
16. Conclusions and Outlook
16.1 Avenues for Further Research
Index