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The purpose of this paper is to scrutinize the interplay between resilience and agility in explicating the concept of resilient agility and discuss institutional and organizational antecedents of resilient agility in volatile economies.

The authors develop a conceptual framework that offers an original account of underlying means of ambidextrous capabilities for organizational change and behaviors in volatile economies and how firms stay both resilient and agile in such contexts.

The authors suggest that resilient agility, an ambidextrous capability of sensing and acting on environmental changes nimbly while withstanding unfavorable disruptions, can explain entrepreneurial firms’ survival and prosperity. The authors then address institutional (instability and estrangement) and organizational (entrepreneurial orientation (EO) and bricolage) antecedents of resilient agility in volatile economies.

The authors highlight that unfavorable conditions in volatile economies might have bright sides for firms that can leverage them as entrepreneurial opportunities and propose that firms can achieve increased resilient agility when high levels of institutional instability and estrangement are matched with high levels of EO and bricolage.

The main components of resiliency, including resilience capacities, resilience activities and resilience measures, are identified, extracted and redefined by designing their ontologies. The integrated model is developed by adapting the PDCA (plan, do, check and act) model to resilience management and implementing the developed concepts in the model.

This study uses systems theory to define the main concepts discussed in the literature on resilience. This study then uses systems engineering theory and a resource-based view of the firm to develop an integrated framework to demonstrate how a resilient firm operates.

The revised terminologies and the integrated model address the current theoretical issues in the literature, and they also provide a reference model for practical implementation of resilience management at the firm level. Also, the integrated model addresses the role of innovation in resilience management.

The study examines the concept of resilience form a quality perspective and also examines how resilience and innovation are related.

Supplier evaluation is a part of logistic management. In the present era, resilient supply chain performance (RSCP) assessment of the vendor enterprise is respected as a hot topic. The purpose of this paper is to enable the managers to map the performance in percentage system and also enabling managers for identifying the weak indices-metrics, which need to be improved up to ideal or standard level and strong indices-metrics.

The authors found two research gaps via a literature survey. The first research gap revealed that the performance of a resilient supplier is computed solely in terms of a fuzzy mathematical scale. The articles are not yet published, which could measure the RSCP in percentage. The second research gap argued about the mitigation of the multi-level hierarchical resilient vendor/supplier evaluation framework for materializing RSCP and identifying weak and strong performing indices-metrics. To compensate the both research gaps, the authors developed a novel fuzzy gain-loss evolutionary computational approach to assess the performance of a firm in percentage. Next, a revised ranking technique coupled with trapezoidal fuzzy set based fuzzy performance importance index is implemented on the framework to seek weak and strong indices-metrics. The performance loss of each metric using the ideal solution concept considering the attitude of decision makers is also revealed.

The authors found the RSC performance of supplier firm 74 per cent, whereas performance loss 26 per cent, while actual performance is compared with standard fuzzy performance index (SFPI). Performance loss 26 per cent can be compensated by improving the performance of weak indices-metrics.

The novelty of the paper is that the authors used the ideal solution concept to compute the SFPI and compare it with actual FPI for evaluating the gain and loss of resilient supplier firm in percentage and identify weak and strong indices so that managers can improve the performance of weak indices. The work possesses the significant for all organizations, as research work enables the managers to map and improve the RSC performance of any vendor firm in future. The presented work considers the case of an automobile parts supplier industry to validate the developed approach.

This paper aims to identify firm and entrepreneurial team characteristics that may contribute to resilience in the creative industries (CI) under adverse economic conditions.

It provides case study evidence based on 19 in-depth interviews with small and young creative enterprises in Greece in 2014 that is at the peak of the Greek economic crisis. New information was collected from two follow-up waves conducted in 2017 and during the recent coronavirus disease 2019 (COVID-19) pandemic crisis.

The results suggest that highly internationalized entrepreneurial teams with extensive working and studying experience abroad, which also combine creative expertise with managerial and marketing expertise, are key resilience drivers during economic downturns. Moreover, being export-oriented, serving a diverse customer base and investing in digital technologies seem to allow CI firms to effectively adapt to challenging conditions.

This study adds to the firm-level research on the resilience drivers of small and young enterprises in the CI context. It proposes and empirically tests a conceptual framework to advance the limited knowledge on entrepreneurship and resilience patterns in the CI during crisis periods, emphasizing specific entrepreneurial team and firm characteristics.

In the context of the coronavirus disease 2019 (COVID-19) crisis, this article aims to analyze the resilience of family businesses in a developing country like Cameroon. As such, this study seeks to fill two gaps in the literature: first, by comparing the financial and social performance of family companies with those of non-family companies not listed on the stock exchange, and second, by comparing performance across family-run companies, according to the companies' mode of leadership in Cameroon, a developing country affected by COVID-19 like the rest of the world.

Based on the literature review, the authors developed empirical models to identify the variables which influence the financial and social dimensions of business performance. These models were tested with multilinear regressions, using data collected from questionnaires distributed to 466 firms, of which 212 were family firms and 254 non-family firms. The authors completed our analyses with mean comparison tests to demonstrate whether our results are significantly different between family and non-family firms.

The authors' multiple regressions and tests produced two main results – the financial and social performance of all Cameroonian firms declined sharply during the crisis, and with the firms' financial performance hit hardest, family firms have been more resilient to the crisis in terms of financial and social performance than non-family firms. The weak governance and social protection system, as well as an inefficient legal system, do not seem to negatively affect the performance of these Cameroonian firms – the effects of the COVID-19 pandemic on the performance of family firms were better managed in firms where family members are actively involved in management or control through family members' strong representation on the board of directors (BD).

The two main limitations of this study concern the governance of these companies included and the failure to take the characteristics of the manager into account. Investigating other governance variables, such as the composition of the BD or the participation of employees in the capital, would enable us to refine the authors' interpretations of the companies' financial and social performance. Another limitation is the fact that the characteristics of the manager were not considered, especially when the manager is a family member. Exploring this variable would make studying the generational aspect of family businesses possible.

Family companies are more resilient to crisis because of the companies' long-term focus, which also encourages the companies to maintain the companies' social policy and to avoid redundancies as far as possible. Weak systems of governance and social protection, as well as an ineffective legal system, do not negatively affect the performance of Cameroonian family companies. The results also suggest that family shareholders should become more involved in the management and control of family's firms to make the firms financially and socially resilient and in so doing drastically reduce the impact of crises.

This study shows, in particular, how family firms are more socially resilient than other firms in times of crisis (by resorting less often to redundancies). Family firms should, therefore, arguably benefit the most from public support during crises.

The authors' research makes two main contributions to the literature on family businesses. The results first of all show that Cameroonian family firms have thus far performed better financially and socially during the COVID-19 period than non-family firms. Second, this research focuses on differences in performance based on family business management types during this specific crisis period. The results suggest that the most resilient family firms, in terms of performance, are those in which the family is involved in the management or control of the BD.

The Covid-19 pandemic has made it essential to explore the resilience factors specific to developing regions, not only because they pose threats of extreme poverty and offer a novel context but also because they play an important role in globalisation.

A mixed-method approach was undertaken to address this novel pandemic situation. First, an open-ended structured questionnaire was developed, and data were collected from three neighbouring emerging economies: Pakistan, India and Iran. Experts' perspectives on vulnerabilities, response measures, resilience and restoration of supply chain activities, and the role of social capital were collected. Second, building upon the findings from phase one of the studies, a quantitative structured questionnaire using the supply chain operational reference (SCOR) model was used to collect data in a structured manner. This quantitative data were further analysed using frequency and contingency analysis.

The findings from the first phase of the study inductively derive 36 resilience categories. Later, the contingency findings show that supply chain (SC) disruption is a major vulnerability for emerging economies, whereas solutions offered to combat it lay in the reconfiguration of resources, such as financial, technological, human, information and material. Additionally, supply network structure and social capital play an integral part in making SCs resilient against disruption.

The respondents comprise the academics/SC researchers, which make the findings interesting though they lack the industrial experts' perspectives, directly. Nevertheless, the propositions can be tested in industrial settings to see whether the results are limited to a specific industrial setting or are rather generalised.

Similarly, practitioners and policy makers can incorporate the SCOR metrics/factors outlined in this study into their performance measurement systems and ensure continuous monitoring for firm's resilience.

The study offers a holistic understanding of the developing regions' approaches to Covid-19. The paper also takes a social capital perspective to explain firms' resilience in these emerging economies.

Risk is primarily managed by developing the right strategies. Effective alignment of lean and agile strategies is always challenging for practitioners to create firm’s competitiveness. The purpose of this study is to comprehend the behavior of these fundamental supply chain (SC) strategies by using the Triple-A framework.

Sample data is collected from 257 SC professionals serving in manufacturing firms through a self-administered structured questionnaire. The statistical technique used to perform hypotheses testing is structural equation modeling.

This study discloses a few critical attributes of lean and agile strategies while attempting to create strategic alignment and gain maximum benefits out of it. One of the key findings is that a lean strategy finds it challenging to create adaptability. However, better alignment among the market priorities and operational capabilities may improve risk management capabilities.

This study posits various vital insights for strategy-makers. For instance, it is advised to the operations managers that lean resources are usually never capable of adopting change but can be aligned with the market changes to create a SC risk management capability for the firm.

This is an original research with various useful insights for SC operations strategy-makers and academic researchers as it reveals a key empirical evidence of past vital concepts.

The purpose is to replicate and extend Ambulkar et al.’s (2015) work testing resource reconfiguration as a mediator of the supply chain disruption/firm resilience relationship and testing risk management infrastructure as a moderator. This study extends the work of Ambulkar in that it uses analysis of survey data gathered from manufacturing firms during an actual disruption event (COVID-19). The previous work is also in extended in that the authors include a pandemic disruption impact variable and supply chain performance is an expanded model.

Partial least squares structural equation modeling techniques were used to analyze data gathered from 184 US manufacturing managers during the height (Summer 2021) of the COVID-19 pandemic.

Two of four of Ambulkars et al.’s (2015) hypotheses were confirmed as relevant to firm resilience during the pandemic while two were not confirmed. Results also show that supply chain disruption orientation, risk management infrastructure and resource reconfiguration combine to improve firm resilience, which in turn improves supply chain performance while mitigating the disruption impact of COVID-19.

Previous work is replicated and extended, using data from an actual disruption event (COVID-19). This study presents a more comprehensive model using a newly developed and validated scale to measure pandemic impact and including supply chain performance.

Small and medium-sized enterprises (SMEs) play a vital role throughout the global economy, spurring innovation and job creation. This study investigates the effect of strategic leadership practices on SME performance.

The authors conducted a quantitative survey of leaders from 290 SMEs to examine their strategic leadership and how it affects SME performance. Structural equation modeling (SEM) is used to test the dependent relationships in this paper.

The results suggest that the strategic leadership effect on firm performance is fully mediated by employee empowerment dynamic capability (EEDC) as well as resilient dynamic capability (RDC).

Strategic leadership is traditionally analyzed in large organizations. The authors evaluate the role of strategic leadership in SMEs which is an underexplored context for leadership studies. In this process, the authors also analyze the mediating role of EEDC and RDC.

The purpose of this paper is to explore whether innovation mediates the relationship between entrepreneurial orientation (EO) and supply chain resilience (SCR) in the context of small and medium enterprises (SMEs).

Based on the structural equation modeling the relationships were tested in the proposed model. A self-administered questionnaire was used to collect data from SMEs owners/managers in Yemen. Out of 384 questionnaires, 229 have been used in statistical analysis.

The results obtained reveal that both EO and innovation have positive and significant effects on SCR. In addition, innovation partially mediates the effects of EO dimensions (risk-taking and proactiveness) on SCR.

Managers and decision-makers of SMEs who want to enhance their firms' resilience to any supply chain disruptions are highly recommended to adopt EO, as well as to develop the innovative capability resulting from it.

The present study emphasizes previous results and provides additional evidence that SMEs' adoption of EO can reinforce their resilience within the supply chain through innovation in light of the disruptions facing supply chains in developing countries.