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This study aims to examine the effectiveness of individual dynamic capabilities (DC) constructs and whether they had comparable effects on a company’s competitiveness in market turbulence (MT). This study used quantitative methods to determine how the DC elements, sensing, learning, integrating and coordinating, influenced competitiveness, with the moderating role of MT during a real-time crisis.

Survey data was gathered from 426 tourism small and medium-sized enterprises (TSMEs) in the United Arab Emirates and analyzed quantitatively.

The study found that not all DC constructs were equally important in promoting competitiveness. TSMEs’ survival depended more on sensing and integrating capabilities than learning and coordinating capabilities, and on how these capabilities were used by managers or owners of TSMEs. The study found no moderation effect of MT.

The generalizability of the results was hindered by the study’s focus on TSMEs in a single geographic location. The reasons for lack of proper mobilization of DCs constructs were not explored, but the data on the relative efficacy of DC constructs during a crisis significantly contributed to the literature.

This study emphasized ways that companies could improve firm competitiveness during a crisis by deploying DCs to optimize operations. The implications for research, practical aspects and limitations are presented and discussed.

The ability of companies to develop organizational resilience before, during and after crises is crucial for their development and growth. The future forecasts increasingly more crises, thus this paper aims at identifying key topics around organizational resilience in COVID-19 times, differentiating them of pre-crisis literature and synthesizing them into a research framework.

Based on Web of Science and Scopus, the authors analysed the content of the only twenty-seven VHB-ranked primary studies discussing organizational resilience during COVID-19, providing a complete survey of this research area.

Following a content analysis, the authors identified main topics of interest for researchers at the moment of COVID-19, how it differed from before this adversity and provide an outlook on future research. The results presented include in the COVID-19 context: an adapted definition of organizational resilience, key theoretical framework, insights for future research. Some topics have been found to be increasingly more important during COVID-19 (i.e. digitalization, partnerships and learning) while others have been less explored although present in pre-COVID-19 research on organizational resilience (i.e. dynamic capabilities, anticipation and preparedness).

Understanding key issues in global disruptions could help practitioners in fostering resilience as much as researchers in identifying new ways to advance and maintain resilience. This paper differs from other reviews by providing a full text analysis, based on qualitative content analysis, of all ranked published papers in the considered period.