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SMEs’ strategic responses to crisis: the role of organizational identity

Author

Listed:
  • Emilia Karpinskaia
  • Lev Alushkin
  • Galina Shirokova
  • Virginia Bodolica

Abstract

Purpose - This paper aims to shed light on the relationship between organizational identity and strategic responses to crisis through the lens of intellectual capital perspective and resource-based view. Design/methodology/approach - A longitudinal multiple case study design was adopted to extract rich data from interviews conducted with nine Russian SMEs during the first two waves of the COVID-19 pandemic. Findings - The results suggest that: SMEs with utilitarian organizational identity choose proactive strategic responses; SMEs with normative organizational identity adopt reactive strategic responses; and SMEs with dual organizational identity implement a sequential approach to strategic responses. Furthermore, the study uncovered that the underlying mechanism behind these relationships is anchored in different domains of intellectual capital. Originality/value - The study provides new insights on the identity–strategy nexus in the context of crisis by examining values and principles that underlie various types of organizational identity.

Suggested Citation

  • Emilia Karpinskaia & Lev Alushkin & Galina Shirokova & Virginia Bodolica, 2025. "SMEs’ strategic responses to crisis: the role of organizational identity," Management Research Review, Emerald Group Publishing Limited, vol. 48(7), pages 1148-1181, April.
    • Handle: RePEc:eme:mrrpps:mrr-01-2024-0026
    DOI: 10.1108/MRR-01-2024-0026
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