Strategic Management of Organizational Resilience in SMEs: A multiple case study of SMEs from a Resource-based view and Dynamic capabilities view

Abstract: Background and problem: Due to disruptions in the business environment, the importance of organizational resilience has become increasingly important. The availability of resources and the strategic management of these resources are important for maintaining organizational resilience. This study contributes to the literature by addressing the strategic management of organizational resilience in SMEs and how they maintain resilience, since the SMEs’perspective has not been adequately researched in prior literature. The study is also of practical importance given SMEs’ prominent contribution to the economy. Purpose: The purpose of this study is to investigate how SMEs employ strategies to maintain organizational resilience, including how they deploy their resources and capabilities to maintain organizational resilience. To do this, disruptive events faced by SMEs are also explored. Method: The study adopts a qualitative multiple case study method. Primary data has been collected through interviews, with the chief executive officer of seven SMEs operating in Sweden. Conclusion: The empirical findings reveal strategies that SMEs adopt for maintaining organizational resilience. Categorizing these strategies into resource-based strategies and capability-based strategies reveals how SMEs, which are often limited in resources, focus on developing dynamic capabilities to maintain organizational resilience. The finding also shows that the strategies employed can be proactive and emergent, where these either work separately or combined in a process where proactive strategies can support the emergent strategies.