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Research on what makes family business resilient and why resilience matters in family businesses is in development. Drawing on the upper echelon theory, we examine the impact of female leadership on resilience development. Semi-structured interviews were performed in a selected family business. These were complemented by secondary data available from online publications. Results from the case study suggest that resilience consists of abilities to prepare for, control, adapt to, and absorb change. Evidence further indicates female-embodied attributes, female-enabled family cohesion, female-empowered governance, and female-characterized resource orchestration lead to the development of resilience.

This study targeted hospitality family business owners as essential pillars of the tourism industry. How they perceive aspects of the crisis and what they derive organizational resilience from, including the role of their human resources, are explored. Internal and external factors of resilience are analyzed alongside different levels of resilience action.

The World Health Organization announced coronavirus disease 2019 (COVID-19) as a pandemic on March 11, 2020. In Tirol, the hospitality industry has particularly been affected as tourism businesses find themselves in the challenging times of returning to normal business, corresponding to the fourth phase in Faulkner’s (2001) Tourism Disaster Management Framework. The authors used a qualitative exploratory approach, using semi-structured interviews.

In taking on a holistic explorative approach, the authors determined several methods used by entrepreneurs in dealing with a pandemic crisis to increase business resilience at a specific stage. Internal and external resilience factors have been detected among three levels of resilience action (personal, regional and governmental). The most surprising result of the semi-structured in-depth interviews was the entrepreneurs’ rather positive outlook.

Generally, this study creates an in-depth understanding of the tourism businesses in their dealing with a global crisis, using family business owners as an exemplary stakeholder group. The authors bridge a gap in the literature by applying a holistic explorative approach in the early stage of a never seen worldwide crisis and by addressing organizational resilience. Three levels of resilience action give new insight into how the beginning of a pandemic crisis is handled and perceived by hospitality family business entrepreneurs.

本研究的重点是作为区域旅游业骨干的酒店业家庭企业业主。探讨了他们如何应对危机, 以及他们如何看待自己的组织复原力, 包括其人力资源的作用。该研究进一步确定了企业业主的具体角色, 即在处理危机时的不同性格和个人处事方法。

世界卫生组织（WHO）于2020年3月11日宣布了COVID-19的大流行。在蒂罗尔州, 酒店业尤其受到政府措施和旅行禁令的影响。在本研究中, 旅游企业发现自己正处于恢复正常业务的挑战期, 相当于Faulkner（2001）的旅游灾难管理框架中的第四阶段。本研究采用半结构化访谈的定性探索方法来研究问题并得出结论。

在采取全面的探索性方法时, 我们发现企业家在特定阶段有几种处理大流行病危机的方法, 以提高企业的复原力。半结构化深度访谈得到最令人惊讶的结果是企业家们相当乐观的心态。

总的来说, 这项研究以家庭企业业主为示范性的利益相关者群体, 取得了对旅游业处理诸如Covid-19大流行病等危机的更好理解。由于小型家庭企业对旅游和酒店业的重要性, 本研究以Faulkner(2001) 的旅游灾难管理框架为指导工具, 为旅游背景下的危机管理提供了新的视角。

Este estudio se centra en los propietarios de empresas familiares de hostelería que funcionan como la columna vertebral de la industria turística regional. Se explora cómo afrontan la crisis y cómo perciben su propia resiliencia organizativa, incluido el papel de sus recursos humanos.

La Organización Mundial de la Salud (OMS) anunció una pandemia de COVID-19 el 11 de marzo de 2020. En el Tirol, la industria hotelera se ha visto particularmente afectada por medidas gubernamentales y prohibiciones de viaje. En el presente estudio, las empresas turísticas se encuentran en tiempos difíciles para volver a sus actividades normales, correspondientes a la cuarta fase del Tourism Disaster Management Framework de Faulkner (2001). Se utilizó un enfoque exploratorio cualitativo mediante entrevistas semiestructuradas para responder a la pregunta de investigación y sacar conclusiones.

Al adoptar un enfoque exploratorio holístico, encontramos varias formas en las que los empresarios se enfrentan a una crisis pandémica para aumentar la resiliencia empresarial en una etapa específica. El resultado más sorprendente de las entrevistas en profundidad semiestructuradas fue el estado de ánimo bastante optimista entre los emprendedores.

En general, el estudio crea una mejor comprensión de cómo la industria del turismo está lidiando con una crisis como la pandemia Covid-19, utilizando a los propietarios de empresas familiares como un grupo de partes interesadas ejemplar. Cubrimos una brecha en la literatura aplicando un enfoque exploratorio holístico y abordando la resiliencia organizacional abiertamente, lo que lleva a tres perspectivas que van desde el gobierno, la región y el individuo (percepciones de los propietarios de empresas familiares) en el contexto del Marco de gestión de desastres turísticos de Faulkner (2001).

The study aspires to enhance comprehension of the intricate interplay between supply chain management (SCM) and resilience in family businesses, thereby offering valuable insights to managers and policymakers endeavouring to foster resilience in uncertain environments.

Commencing from the premise that family businesses (FBs) prioritize the preservation of socio-emotional wealth (SEW) when formulating strategic decisions, this study endeavours to advance understanding of supply chain practices adopted by FBs and their direct impact on resilience during crisis situations or economically challenging periods. Through an exploratory case study of nine FBs, the present research reveals four pivotal strategies in SCM that contribute to their resilience: (i) reorganization of inventory management; (ii) cultivating close relationships with suppliers; (iii) emphasizing product quality and customer retention; and (iv) implementing cost reduction measures to bolster resilience. The aim of the study is to provide an in-depth understanding of the intricate interplay between SCM and resilience in FBs, thereby offering valuable insights to managers and policymakers endeavouring to foster resilience in uncertain environments.

Our approach offers a theoretical framework for SCM aligned with prior research on the interplay between characteristics of family businesses and resilience strategies. Furthermore, this paper illustrates how factors such as the emphasis on high-quality products and services by family businesses contribute to achieving non-economic objectives that owners adopt to reconcile family and business needs, creating intrinsic added value for the company. It reveals various challenges in SCM, including inventory organization changes, supplier closures and the significance of customer retention. Family businesses are implementing product and technology enhancements and leveraging digitization to enhance supply chain processes.

This paper contributes significantly to the field of FBs by highlighting the crucial role of SCM in enhancing business resilience during crises. It empirically examines how the SEW characteristics of FBs influence the reconfiguration of their supply chains to enhance resilience, presenting a theoretical model for this context. Our theoretical framework employs an SEW perspective to elucidate how FBs respond to the challenges posed by the COVID-19 pandemic by adapting their SCM processes to safeguard their social and emotional legitimacy, organizational visibility and reputation. These adaptations gain particular relevance during crises or turbulent conditions, potentially leading to alterations in how FBs formulate their supply chain strategies and manage supply chain-related processes.

This paper aims to explore the concept of resilience set within a family business context and considers how familiness and the nature of noneconomic factors, such as relationship dynamics influence performance. This paper provides new insights into the nature and impact of familiness as a mediating device, uncovering the potential for reframing resilience theory and practice.

The paper draws on a review of the extant literature in the areas of resilience and familiness as a means of developing a deeper understanding of the social-ecological system of the family firm.

The study reveals family business as a complex interrelationship between complimentary social-ecological systems. It highlights the complexity of family business and the challenges of the relational nature of familiness and how this presents additional layers of complexity in the decision making process and implementation.

The paper draws on literature that is dominated by western culture and may partially or not at all reflect the issues associated with organisational resilience in family firms with such backgrounds and their culturally bound social-ecological systems.

The paper seeks to fill a knowledge gap by exploring the key elements of organisational resilience in the context of familiness. The work calls for further research into the nature of familiness connections mediating the nature of family relational dynamics. It further provides a framework indicating how these elements can shape and subvert day-to-day management events, raising implications for theory and practice and calls for deeper empirical research to be undertaken.

Family businesses have contributed significantly to economic growth in various countries, including Indonesia. The coronavirus disease 2019 (COVID-19) pandemic reduced the world economy and caused economic shocks in various business sectors. Women successors face significant challenges in overcoming family business problems during the COVID-19 pandemic, especially in terms of resilience, which is seen as the organization's prominent ability for sustainability in a turbulent environment. Thus, this study aims to explore women's initiatives and propose a framework for family business resilience during the COVID-19 pandemic in Indonesia.

This study uses a qualitative method with a case study approach to explore women's initiatives in family business resilience during the COVID-19 period. Data were collected through in-depth interviews with five women's successors of family businesses in Indonesia. Triangulation was used to test data validity. Meanwhile, data analysis uses the Miles–Huberman technique: data reduction, data display and conclusion drawing/verification.

This study found that women have the initiative to deal with the COVID-19 pandemic to develop and implement resilience in the family business. This study proposes a framework for factors that enhance family business resilience, including strategic decision-making (adaptive capacity, strategy renewal and appropriation capacity), strategic factors (successor motivation, successor competence and family support) and successor incremental program. Women have a long-term orientation toward the sustainability of their family businesses and can overcome various conflicts. The stereotypical view of women's leadership in family businesses has experienced a shift in which capability and competence are the main factors in recognizing women's leadership.

This study contributes to understanding women's roles in the resilience of family businesses under extreme stress during the pandemic. This study proposes a framework for family business resilience. In addition, this study adds new insights into the specific context of managing family business systems during the COVID-19 pandemic based on the resource-based view (RBV) and strategic management approach.

This paper highlights the need for future studies researching the subject of resilience in family firms on different levels.

This paper reviews the literature on resilience in family businesses.

Resilience has become more important due to the recent multiple crises, starting with the coronavirus pandemic, followed by high inflation and energy prices, partly resulting from the war in Ukraine. These multiple crises affect the family and the business level. Future research must account for multiple levels when addressing it, i.e. the individual, the team, the family, and the business level. Resilience has to encompass all levels to sustain family business continuity.

By giving an overview of the concept of resilience, taking the family's perspective, and suggesting future avenues of research, the paper contributes to the development of family business research.

The purpose of this paper is to understand the interdependence between regional culture and resilience in family business-dominated regions.

The study is based on a literature review and helps to fill the knowledge gap regarding regional culture and resilience in family business-dominated contexts.

The authors highlight similarities and differences between two regions of Sweden with distinct regional cultures that support resilience. A number of norms that are significant in generating resilient regions are identified. One key finding is that the regional culture developed during the proto-industrial era, in connection with home production, still affects and contributes to resilience in these family business-dominated regions.

The study is based on two case studies, so no generalizable conclusions can be drawn.

For policy makers, this study shows that structural crises can be overcome with a strong regional culture, as it can foster resilience. However, regional culture is hard to implement by political decisions. For owners and managers of organizations, this study suggests that it is essential to consider regional culture as an important factor for the organization.

This study draws on a comparison of two regions in Sweden with explicit regional cultures.

This study aims to explore the main drivers that family businesses possess to strengthen their resilience during the COVID-19 crisis.

This study followed a quantitative method analysis through a multiple regression analysis based on a sample of 570 Italian family firms.

The results showed that job quality and innovation significantly stimulate family firms' resilience during the COVID-19 crisis.

The study has several academic implications. Firstly, the study contributes to family firm research by extending the studies on factors that significantly influence the concept of resilience; secondly, the work contributes to crisis management, offering suggestions to help other firms exceed the COVID-19 crisis.

The present study clarifies the role of family firms' resilience, and it reveals how job quality and innovation play a meaningful role during the COVID-19 crisis.

The study aims to develop theoretical understanding about how family-run businesses navigate unexpected and highly disruptive events by examining how family-based resilience capacity is variously transformed into an organizational capability.

The study relies on a qualitative comparative case study design to explore how Croatian family-run businesses navigated market and operational disruptions brought on by the global coronavirus (COVID-19) pandemic. Drawing on semi-structured interviews and organizational data, this study compares how family-run businesses operating in different industries experienced and coped with disruptions. Using inductive qualitative coding methods, patterns across codes were identified and aggregated into dimensions that describe two broad approaches for leveraging family social capital in the enactment of organizational resilience.

The analysis shows that family-run businesses may employ family social capital in retrospective and prospective ways. A retrospective approach involves targeted and conservative uses of family social capital, wherein the aim is to maintain organizational functioning and return to “business as usual”. In contrast, a prospective approach employs these resources in a more strategic and flexible way to adapt to a “new” future. While both approaches can enable firms to successfully navigate crises, these approaches differ in terms of their temporal orientation and implications for marketing flexibility.

The study contributes to a better understanding of how family social capital can be differentially leveraged in times of crises, and how these differences may stem from having temporal orientations that focus on either preserving the past or adapting to new conditions. The study advances theorizing at the intersection of organizational resilience and family business by deepening understanding of the heterogeneity of ways in which family businesses manage change for long-term business continuity. For owners and managers of family-run business, the study provides insights into how unexpected disruptions can be managed and how businesses might respond to fast-changing market conditions.

The present study used a process approach to examine how a small entrepreneurial family business in the tourism industry evolved during different stages of the Covid-19 pandemic and across different dimensions of resilience.

The research strategy consisted of a real-time longitudinal case study during the Covid-19 pandemic in Brazil, based on interviews conducted with the founders of the business.

The results show how the firm responded to the pandemic and moved through different stages – interruption, loss, resumption, and recovery – as the crisis evolved. During each stage, there were manifestations of different dimensions of organizational resilience: anticipation/awareness, coping and adaptation. The entrepreneurs mobilized several capabilities – emotional, cognitive, behavioral, and relational – during the different stages and across different dimensions to face and respond to the pandemic.

The contributions of the study stem from the lack of research on how small entrepreneurial family businesses in the tourism industry are impacted by disruptive events of long duration and multiple cycles. Specifically, the study contributes to the understanding of how this type of firm responds to these crises, mobilizing different capabilities at different stages and across different dimensions of organizational resilience.