Prof. Tatiana S. Manolova,
Bentley University, Waltham, USA
NEVER WASTE A CRISIS: PERFORMANCE EFFECTS OF SMEs' CRISIS RESPONSE IN EMERGING MARKETS
Koper ǀ 19 June 2018 ǀ from 11:30 am to 1:00 pm
Faculty of Management ǀ Trg Brolo 12 ǀ creative classroom INNOlab
Prof. Tatiana S. Manolova (DBA, Boston University) is a Professor of Management at Bentley University, USA. Research interests include strategic management (competitive strategies for new and small companies), international entrepreneurship, and management in emerging economies. She is currently affiliated with Diana International, an international research project which explores the growth strategies of women business-owners worldwide. She was a Research Fellow at Saint Petersburg State University, Russia, working on a project on student entrepreneurship supported by a grant from the Russian Science Foundation and a Visiting Professor at Kind Saud University, Riyadh, Saudi Arabia, conducting research on entrepreneurship in Saudi Arabia in affiliation with the Prince Salman Institute for Entrepreneurship. Tatiana is the author of over 50 scholarly articles and book chapters, has co-authored two books and is a lead editor of a compendium of research on women in entrepreneurial ecosystems published in 2017 by Edward Elgar Publishing. She serves on the editorial boards of Entrepreneurship Theory and Practice and Journal of Business Venturing, on the Babson College Entrepreneurship Research Conference Board of Reviewers and is a Consulting Editor for the International Small Business Journal.
Emerging market SMEs typically operate in penurious, resource-thin environments, further aggravated by frequent exogenous shocks, such as economic or political crises. How do emerging market SMEs weather economic crises? In this study, the researchers explore the complex interplay between market and non-market crisis response strategies and their effect on SME crisis performance. Based on a rare national random sample of 656 Russian SMEs collected during the recent economic crisis (2015-2016), they find that both a proactive crisis response strategy and effective utilization of managerial networks are positively associated with crisis performance. Interestingly, results also show a negative combined effect of these strategies, suggesting that in an emerging market context market and non-market crisis response strategies appear to substitute, rather than complement each other.