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Article
Publication date: 8 March 2021

Benjamin Fath, Antje Fiedler, Noemi Sinkovics, Rudolf R. Sinkovics and Bridgette Sullivan-Taylor

This paper aims to empirically investigate how small- and medium-sized enterprises (SMEs) have engaged with international network partners during COVID-19 and how the…

1590

Abstract

Purpose

This paper aims to empirically investigate how small- and medium-sized enterprises (SMEs) have engaged with international network partners during COVID-19 and how the crisis has changed network relationships and resilience depending on pre-COVID relationship strength and, secondarily, on opportunity outlook in a market.

Design/methodology/approach

This paper draws on 14 qualitative interviews with managers of New Zealand SMEs from diverse industries and four with industry experts. Rather than generalization, the aim of this exploratory paper is to identify contingency factors, which, under duress, strengthen or break business relationships.

Findings

Four main patterns emerge from the data, with respect to how SMEs engaged with network partners depending on the nature of their prepandemic relationships and the extent to which their markets had been affected by the pandemic. During crisis, weak ties either break or remain weak, forcing firms to create new, potentially opportunistic, relationships. Strong ties increase resilience, even under a negative outlook, as network partners support each other, including through the development of new ties. Strong ties can also accelerate business model transformation.

Research limitations/implications

Future large-scale research is needed to test the generalizability of the authors’ findings.

Practical implications

The findings of this paper indicate lessons for business continuation management and future preparedness for major disruptions. Specific insights may help stimulate managerial action to accelerate contingency planning and policy to support SMEs.

Originality/value

This paper is an early study on how weak and strong ties influence SME resilience during crisis.

Details

critical perspectives on international business, vol. 17 no. 2
Type: Research Article
ISSN: 1742-2043

Keywords

Article
Publication date: 9 November 2017

Layla Jayne Branicki, Bridgette Sullivan-Taylor and Sarah Rachael Livschitz

The purpose of this paper is to investigate how entrepreneurial behaviors support small and medium-sized enterprise (SME) resilience, refine the concept of entrepreneurial…

4343

Abstract

Purpose

The purpose of this paper is to investigate how entrepreneurial behaviors support small and medium-sized enterprise (SME) resilience, refine the concept of entrepreneurial resilience, and identify how SME resilience might be promoted.

Design/methodology/approach

Qualitative data were collected in the UK via 11 focus groups which provided a sub-sample of 19 SME participants.

Findings

Because of their experience operating in uncertain environments, their direct experience of adversity, and the informal organizational settings they inhabit, entrepreneurs are often highly resilient and possess capabilities that enable SMEs to be resilient. Entrepreneurial resilience provides a basis for SME resilience that differs significantly from best practices as understood in larger firms.

Research limitations/implications

Exploratory qualitative research on a small sample (n=19) limits the generalizability of this work. Further research could quantitatively test the paper’s findings and/or examine the link between entrepreneurial resilience and the resilience of larger firms.

Practical implications

Rather than encouraging formal planning and redundancy, policy and practice designed to promote the resilience of SMEs should pay greater attention to building capacities to cope with uncertainty, generating and leveraging personal relationships, and activating the ability to experiment and think creatively in response to crises.

Originality/value

This paper draws on organizational psychology research to refine understanding of entrepreneurial resilience and to empirically examine and inductively theorize the multi-level relationships between entrepreneurial resilience and SME resilience.

Details

International Journal of Entrepreneurial Behavior & Research, vol. 24 no. 7
Type: Research Article
ISSN: 1355-2554

Keywords

Article
Publication date: 4 March 2021

Layla Branicki, Bridgette Sullivan-Taylor and Stephen Brammer

Drawing on Wendt’s (1995, 1999) thin constructivist approach to international relations this paper aims to critically examine how the measures taken by the Australian…

1627

Abstract

Purpose

Drawing on Wendt’s (1995, 1999) thin constructivist approach to international relations this paper aims to critically examine how the measures taken by the Australian Government to protect the country from coronavirus (COVID-19) have prompted politicians and opinion-makers to mobilize globalizing and de-globalizing discourses towards divergent conceptualizations of national resilience.

Design/methodology/approach

The paper examines 172 Australian political and media articles, which focus on both COVID-19 and globalization/de-globalization published between February and June 2020. The data were imported to NVivo to enable in-depth thematic analysis.

Findings

The paper develops the concept of crisis protectionism to explain how COVID-19 has been mobilized in discourses aimed at accelerating selective de-globalization in Australia. Selective de-globalization is inductively theorized as involving material structures (i.e. border closures), ideational structures (i.e. national identity) and intersubjectivities (i.e. pre-existing inter-country antagonisms).

Research limitations/implications

The paper relies upon publicly available data about Australian discourses that relate to a unique globally disrupting extreme event.

Practical implications

Crisis protectionism and selective de-globalization are important to multinational enterprises (MNE) that operate in essential industry sectors (e.g. medical supply firms), rely upon open borders (e.g. the university sector) and for MNEs entering/operating in a host country experiencing antagonistic relationships with their home country.

Originality/value

The paper extends Witt’s (2019) political theorization of de-globalization towards a socialized theory of de-globalization. By rejecting liberal and realist explanations of the relationship between COVID-19 and de-globalization, this study highlights the importance and endogeneity of non-market risks and non-economic logic to international business and MNE strategy.

Details

critical perspectives on international business, vol. 17 no. 2
Type: Research Article
ISSN: 1742-2043

Keywords

Article
Publication date: 22 June 2010

David C. Wilson, Layla Branicki, Bridgette Sullivan‐Taylor and Alexander D. Wilson

Threats of extreme events, such as terrorist attacks or infrastructure breakdown, are potentially highly disruptive events for all types of organizations. This paper seeks…

3709

Abstract

Purpose

Threats of extreme events, such as terrorist attacks or infrastructure breakdown, are potentially highly disruptive events for all types of organizations. This paper seeks to take a political perspective to power in strategic decision making and how this influences planning for extreme events.

Design/methodology/approach

A sample of 160 informants drawn from 135 organizations, which are part of the critical national infrastructure in the UK, forms the empirical basis of the paper. Most of these organizations had publicly placed business continuity and preparedness as a strategic priority. The paper adopts a qualitative approach, coding data from focus groups.

Findings

In nearly all cases there is a pre‐existing dominant coalition which keeps business continuity decisions off the strategic agenda. The only exceptions to this are a handful of organizations which provide continuous production, such as some utilities, where disruption to business as usual can be readily quantified. The data reveal structural and decisional elements of the exercise of power. Structurally, the dominant coalition centralizes control by ensuring that only a few functional interests participate in decision making.

Research limitations/implications

Decisional elements of power emphasize the dominance of calculative rationality where decisions are primarily made on information and arguments which can be quantified. Finally, the paper notes the recursive aspect of power relations whereby agency and structure are mutually constitutive over time. Organizational structures of control are maintained, despite the involvement of managers charged with organizational preparedness and resilience, who remain outside the dominant coalition.

Originality/value

The paper constitutes a first attempt to show how planning for emergencies fits within the strategy‐making process and how politically controlled this process is.

Details

Accounting, Auditing & Accountability Journal, vol. 23 no. 5
Type: Research Article
ISSN: 0951-3574

Keywords

Article
Publication date: 1 October 1996

Bridgette Sullivan‐Taylor and Marie Wilson

Studies various approaches used in total quality management (TQM) implementation in four mid to large service organizations in New Zealand. The research was conducted…

2867

Abstract

Studies various approaches used in total quality management (TQM) implementation in four mid to large service organizations in New Zealand. The research was conducted through a qualitative field study, using in‐depth interviews of in‐house trainers and internal and external quality consultants, as well as structured questionnaire responses from employees within the service organizations. Finds the existence of certain unique New Zealand workplace variables that influence the effectiveness of TQM implementation when foreign‐based implementation literature is followed. The extent to which Deming’s philosophies and principles are practised in New Zealand is decreasing as more prescriptive and contemporary approaches to TQM implementation have become available. In practice, the role of training is not the main tool for implementation in the organizations studied, however, it does have a key role to play. Finds that experiential applied learning methods are predominant in New Zealand TQM implementations, as opposed to the traditional classroom‐style training.

Details

The TQM Magazine, vol. 8 no. 5
Type: Research Article
ISSN: 0954-478X

Keywords

Article
Publication date: 6 May 2021

Christoph Dörrenbächer, Rudolf R. Sinkovics, Florian Becker-Ritterspach, Mehdi Boussebaa, Louise Curran, Alice de Jonge and Zaheer Khan

This viewpoint takes up the Covid-19 pandemic as a trigger for a research agenda around societally engaged international business (IB) research.

1091

Abstract

Purpose

This viewpoint takes up the Covid-19 pandemic as a trigger for a research agenda around societally engaged international business (IB) research.

Design/methodology/approach

The paper is organized as a viewpoint. First, it provides an overview of Covid-19 research in business and management and IB in particular. Second, it introduces a societally engaged IB perspective, around poverty and human rights as well as trade.

Findings

The paper offers an annotated introduction to the paper contributions of the special issue with three clusters, “re-reading the crisis”, “crisis protectionism” and “firm strategies during the pandemic”.

Research limitations/implications

The paper points to future research opportunities in terms of crisis management and societally engaged IB research.

Practical implications

The Covid-19 crisis poses new questions for research on international business and its related disciplines. In particular, the political, economic and societal disruption which the pandemic has caused highlights the importance of addressing broader societal issues such as climate change, poverty and inequality through a purposeful and forward-looking research agenda.

Originality/value

The paper and the special issue are some of the first combined research outputs on the Covid-19 pandemic in international business.

Details

critical perspectives on international business, vol. 17 no. 2
Type: Research Article
ISSN: 1742-2043

Keywords

Content available
Article
Publication date: 24 July 2007

370

Abstract

Details

International Marketing Review, vol. 24 no. 4
Type: Research Article
ISSN: 0265-1335

Content available
Article
Publication date: 5 June 2007

236

Abstract

Details

International Marketing Review, vol. 24 no. 3
Type: Research Article
ISSN: 0265-1335

Article
Publication date: 22 June 2010

Chris Carter, Stewart Clegg and Martin Kornberger

This paper aims to analyse the rise and institutionalization of the discourse of strategic management. It seeks to advance an agenda for studying strategy from a…

6825

Abstract

Purpose

This paper aims to analyse the rise and institutionalization of the discourse of strategic management. It seeks to advance an agenda for studying strategy from a sociologically informed perspective. Moreover, it aims to make a case for a critically informed, interdisciplinary approach to studying strategy.

Design/methodology/approach

The paper provides an overview to studying strategy critically. It is a theoretically informed paper.

Findings

The findings can be summarised as: first, strategy emerged as a major discipline in the 1970s; second, as a body of knowledge strategy has remained close to its industrial economics origins; and third, an agenda for the sociological study of strategy revolving around concerns of performativity and power is outlined.

Originality/value

The paper offers a sociologically informed account of strategy.

Details

Accounting, Auditing & Accountability Journal, vol. 23 no. 5
Type: Research Article
ISSN: 0951-3574

Keywords

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