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The current business environment is characterized by high levels of uncertainty that affect the global economic system and have the greatest impact on small and medium-sized enterprises (SMEs). With an elevated degree of perceived uncertainty, Chief executive officers' (CEOs) of SMEs find themselves in a situation where the old approaches to decision-making are irrelevant and the time to create new ones is limited. The purpose of this study is to examine whether appealing to personal values helps CEOs cope with a high level of perceived uncertainty and make decisions about the further development of the firm by undertaking business model innovations (BMI).

This study follows a multiple case study research design drawing on data collected from 10 Russian SMEs.

The authors show that CEOs’ communion values lead to innovations in the revenue model and value architecture dimensions of the business model. CEOs who are inclined to agentic values introduce innovations in the revenue model and value offering dimensions. Those executives who balance between the two types of values tend to also balance between different types of innovations in the elements of the business model.

The results indicate that personal values of CEOs play an important role in managerial processes and the strategic choice of a BMI type. Moreover, personal temporal focus orientation serves as a translation mechanism in the relationship between CEO values and BMI in SME settings.

Enterprising individuals are frequently portrayed as rational agents who maximize their own interests. At the same time, an increasing number of small and medium-sized enterprises (SMEs) use social responsibility strategies, incorporating collective interests into their business agenda. This study aims to analyze the interplay between the rational and emotional aspects of the entrepreneurial personal identity and address its implications for the socially responsible behavior of businesses by drawing on the literature on entrepreneurial identity, the objectivism (rational egoism) philosophical perspective and the concept of entrepreneurial passion.

A sample of 333 Russian SMEs is used to test the research hypotheses. The study follows the quantitative research strategy, wherein the main assumptions are examined based on mediation testing techniques.

The results suggest that entrepreneurs whose personal identities are rooted in objectivism values are less likely to foster culture of social responsibility within their firms. At the same time, their entrepreneurial passion mitigates the negative effect of objectivism on social responsiveness of the venture.

This research enhances the understanding of entrepreneurial personality and can help policymakers promote social responsibility in small and medium businesses, showing that they need to communicate effectively with SMEs’ leaders and align their policies with entrepreneurial values and beliefs.

Small- and medium-sized enterprises (SMEs) increasingly implement digitalization in uncertain business environments. However, a dearth exists in the entrepreneurship literature for understanding the decision-making logic of digitalization as a management issue. Drawing on the effectuation theory, this study aims to explore the relationships between effectuation dimensions and SMEs’ digitalization.

Using quantitative data collected from 345 Chinese SMEs through questionnaires, the authors conducted the principal component analysis and hierarchical linear regression analysis.

The results highlight significant positive relationships between the four effectuation elements – experimentation, affordable loss, flexibility and precommitment – and SMEs’ digitalization. Moreover, this research considers the environmental conditions as moderators and reveals that environmental dynamism and complexity associated with high uncertainty negatively moderate the effects of effectuation on SMEs’ digitalization.

SMEs embarking on digitalization should constantly experiment to determine optimal strategies while contemplating their affordable losses. Flexibility should also be maintained to discard unproductive tactics and redirect to other viable options. Additionally, precommitments can reduce the risk that SMEs encounter in digitalization process. While the effectuation principles consolidate the likelihood of a successful digitalization, this research recommends that entrepreneurs should carefully consider their possible application in uncertain environments.

This study contributes to the entrepreneurship literature by theoretically clarifying the decision-making mechanism of digitalization and extends the application of effectuation to this context by illuminating the influences of effectuation principles on SMEs’ digital transformation. The identification of negative moderating effects of environmental uncertainty also augments an academic criticism about uncertainty creating the conditions for effectuation.

Previous studies considered effectuation and causation as alternative decision-making strategies used by entrepreneurs to navigate uncertainty, having various individual- and firm-level antecedents. This study aims to broaden our understanding of individual-level antecedents by examining the role of Chief Executive Officer (CEO) temporal focus in decision-making processes in small and medium-sized enterprises (SMEs).

Based on a multiple case study research design, the authors empirically analyse 16 Russian SMEs to uncover how the CEO temporal focus relates to the choice of effectuation/causation strategies under uncertainty.

CEOs with past orientation tend to adopt causation, future-oriented CEOs adhere to effectuation, while present-focused CEOs rely on both decision-making strategies (i.e. ambidexterity). Prior crisis-related experience is the underlying mechanism behind the relationship between CEO temporal orientation and effectuation/causation strategies. The authors formulate several propositions that may be tested in future studies in the field.

The contribution of this study consists in uncovering a new individual-level antecedent of effectuation/causation under uncertainty (i.e. CEO temporal focus) and suggesting that prior crisis experience acts as a mechanism underlying this relationship. The authors advance the strategic leadership theory by underscoring the CEO’s role in decision-making processes in SMEs.