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Planning under conditions of uncertainty is more demanding than doing the same under less uncertain circumstances. Planning which is coupled to high level of uncertainty requires good strategic thinking by the planners. There are a number of methods used for planning under such circumstances. Among these methods is scenario planning. Scenario planning has been used for classical management to help organizations and firms in their decision‐making activities. One area where scenario planning has not been used intensively, according to the authors’ understanding, is in a regional development context and especially in relation to the innovation aspects and policy issues.

In this paper, the authors discuss and exemplify the possible utilization of scenario planning to promote innovation in a regional development context. They look at the hidden potential of the method and discuss the challenges of its utilization. To run their analysis, they use a number of cases from the health sector. These cases are unique because they also involved input from a number of actors of the regional innovation system.

The authors found that scenario planning is a valuable tool to deal with regional development schemes under high level of uncertainty and where diverse actors from the regional innovation system are involved.

The authors argue in this work that scenario planning has the potential to be used, at a more intense scale, in promoting innovation activities in organizations within the context of a regional development drive. Surely, scenario planning need be considered when discussing innovation in relation to introduction of new therapies, new educational schemes, and other regional development initiatives.

Small to medium‐sized enterprise (SME) evaluation models lack a clear coupling to innovation and its impact on firm performance. A model which can achieve this is the Survival Index Value (SIV) model. The purpose of this paper is to demonstrate the ability of the SIV model to indicate and predict the performance of a company. The firm, Autoadapt AB, is an innovation‐oriented enterprise, adapting personal cars to be driven by handicapped people. The authors knew in advance about the good performance of the firm and its high efficiency in conducting its operations and expected the SIV model to reflect correctly on Autoadapt's performance. Because the handicap degree of each of the individuals who benefit from the firm activities differs from one person to another, product solutions have to be individually designed. Therefore the firm has had to pursue a high level of innovativeness and it had to abide with this policy right from the start. The product development processes in the firm needed to adapt to such strategies.

To be able to demonstrate the ability of the SIV model to indicate a positive performance due to the intensive innovation activities of Autoadapt AB, a case study approach was used. Case studies are very suited for in‐depth analysis of an object under a longer period of time. It is a widely‐used research method in firm performance studies.

The results of the SIV analysis indicated that the model is able to project correctly the performance of the object firm. At all the four levels of analysis, i.e. SI values, the SPI slope, the survival factors, and the survivability coefficients, the SIV analysis performance indicated a stable positive development of the firm through the life time of the enterprise.

Measuring performance of SMEs is an important issue. There are couple of models stemming from the traditional accountancy disciplines in use; however these models suffer from clear disadvantages. Recently a new model, the SIV model, was introduced and has shown the ability of being a better candidate for performance analysis. The paper demonstrates the ability of the SIV model to judge correctly the performance of an innovative firm.

The impact of the e-globalization combined with staggering costs for R & D across industries has resulted in the call for new approach to innovation where openness and interconnectivity is the role. This new approach is designated as “open innovation”. The new paradigm calls for the sharing of knowledge and resources in conducting innovation activities within and among organizations. As such, one needs to re-orient the structure of the organization to meet these new requirements. On the conceptual level, it becomes a significant undertake to try to grasp how our traditional understanding of the organization can be fitted within the requirements of the open innovation when the environment of the e-globalization is taken in consideration. The purpose of this paper is to discuss the question of how organization structure theories can be coupled to the open innovation paradigm. Out of that analysis the authors propose a new theoretical framework of organizational analysis that takes both the classical knowledge and the new economic context of e-globalization.

The contemporary period is recognized by the term “new economy”, as a replacement for the “old economy”. Another term of importance is “globalization”, which is coupled to the issue of economy categorization. Humanity launched the modern age of globalization some decades ago, but we are going through a new type of globalization, e-globalization. In the e-globalization, processes are induced basically by the impact of the new tools of communication and information technologies. These dynamic processes have forced a re-thinking of the traditional innovation practices. In the paper, the authors reflect on the changes in relation to the traditional knowledge about organization structure, using a deductive approach and textual analysis and relate that to the requirements of an open innovation paradigm. In the process, the authors introduce the basics of the “theory of internetisation dynamics” as a new potential organizational theoretical framework.

From the analysis, it was found that some traditional concepts about organization structure and organizing mechanism theories are responsive to the needs of the open paradigm settings while other theories are not. However, each of these is able to contribute to one of the five components of the theory of internetisation dynamics.

The authors argue that by using the correct framework for the analysis of the organizational structure, one can propose a set of strategic steps which would help the companies to re-structure. That would save time and effort for policy-makers and managers of firms, as well as researchers active in this field of organization and organizing processes, who are focused on the open innovation transformation requirements of the firms. Running this analysis would add some input into organizational re-orientation in troubled sectors such as in pharmaceutical industries.

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).

Entrepreneurship and entrepreneurs have become increasingly important around the globe considering its positive impact on productivity and employment by economic theoreticians, analysts and researchers. The purpose of this paper is to study the entrepreneurial resilience and self-efficacy of founders of small businesses in India during the global crisis.

Qualitative research method is adopted for analyzing the data collected through a structured questionnaire. In total, 72 small entrepreneurs participated in the study. For analysis of the responses, thematic content analysis is carried out using a four steps method. Codes are generated from the data, which are used to formulate sub-categories. The sub-categories are arranged into a thematic framework by the researchers.

The paper proposes a framework as an outcome of the study, which is discussed in detail in later sections. The framework comprises of four broad areas, namely, modifications (process/product/business model); impact on functional areas; technology adoption; and sources of business continuation. The linking of these is also presented in a pictorial representation.

This paper provides meaningful insights on entrepreneurial resilience and self-efficacy of small businesses in turbulent times. The theoretical contribution is in form of a proposed framework and an addition in the literature of entrepreneurial resilience for the developing economies. The findings can be used for the practical and policy implications, which may lead toward offering better understanding and clarity to the stakeholders. It may also show trajectory to authorities for formulating long-term strategies for the survival of small businesses in the region.

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.

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

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.

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.

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.

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.

For this study 334 patients during their stay in the recovery room were assigned to the following groups: ‘comfortable’, in ‘pain’ and in ‘severe pain’. Fourteen per cent of patients awoke from anaesthesia in ‘pain’ and 10% were discharged to the ward in ‘pain’. Thirty‐seven per cent of patients using patient‐controlled analgesia (PCA) in the recovery room were discharged in ‘pain’; 63% of these patients had neither been prescribed nor given a ‘loading dose’ in the recovery room. Forty‐eight per cent of patients receiving sole intramuscular opioid analgesia were discharged in ‘pain’. Ninety per cent who received nurse‐administered ‘prn’ intravenous bolus opioids were discharged ‘comfortable’. An algorithm was therefore developed for the administration of loading doses of intravenous opioids in the recovery unit to be used by recovery nursing staff prior to PCA or other analgesic methods. An early re‐audit established that the algorithm became widely adopted by anaesthetists, was safe and produced comparable discharge pain scores.

In this study, an open innovation (OI) model was designed in which the organization’s human resource systems comprise the main core. To identify the various dimensions of the model, this study aims to investigate how and under what conditions the organizations update and upgrade their knowledge and experiences in the human capital (HC) systems domain within the OI framework and in line with sharing them with other organizations.

In this qualitative study, the data were collected by means of semi-structured interviews and analyzed through grounded theory, which led to the extraction of the final model.

The implementation of the HC-based OI helps upgrade knowledge in the organization and industry knowledge, create win-win relationships and increase the interaction capital, power and credit of the organization.

In this study, HC systems have been regarded as the core of the OI model (rather than an intervening factor in OI). This is the main innovative aspect of the current study. In addition, the special attention paid to the inside-out approach to OI and the examination of the human and social aspects of inter-organizational knowledge sharing – particularly in the light of the fact that the study was carried out in a developing country – are the other innovative aspects of this study.

The purpose of this paper is to explore how sustainability can become a source of competitive advantage for mature manufacturing sectors where technologies are standardized, and innovation is mainly generated across the value chain and not by individual companies.

From the methodological point of view, this research estimates the sustainability status of ceramic production in the Sassuolo district (Italy), using the Life Cycle Sustainability Assessment (LCSA) model, and changing the observation point for the analysis, from the enterprise (micro level) to the entire sector (meso level).

This paper provides an analysis of the environmental, economic and social impacts of the four main types of ceramic tiles manufactured in Italy, both in aggregate terms for the entire sector and per square meter of product.

The methodological approach used in this research is easy to replicate both for companies when designing their sustainability strategies and for public decision makers when assessing the sustainability performance of a sector or supply chain.

For the first time, a socio-economic impact assessment is proposed for the ceramic sector, conducted in parallel with the environmental impact assessment through stakeholder mapping and prioritization.

This paper conceptualizes the theme of relations and interdependencies between ceramic producers organized in industrial districts and the territories in which they operate in order to determine empirically the sustainability performance of Italian ceramic sector, using the LCSA model with a territorial extension that presupposes an innovative contribution to current literature and practice.