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Article Dans Une Revue Entrepreneurship Theory and Practice Année : 2023

Act or Wait-and-See? Adversity, Agility, and Entrepreneur Wellbeing across Countries during the COVID-19 Pandemic

1 King‘s College London
2 TU Dresden - Technische Universität Dresden = Dresden University of Technology
3 King’s Business School, King’s College London
4 University of Economics in Katowice
5 UPO - Universidad Pablo de Olavide [Sevilla]
6 Whitman School of Management
7 Syracuse University
8 Business School, Konrad Lorenz University
9 FGV-EAESP - Fundação Getúlio Vargas - Escola de Administração de Empresas de São Paulo = Fundação Getulio Vargas’s Sao Paulo School of Business Administration
10 Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School
11 Stockholm University
12 University of Waterloo [Waterloo]
13 Leuphana University of Lüneburg
14 School of Economics and Business, University of Sarajevo
15 Department of Psychology, Uppsala University
16 UiS Business School [University of Stavanger]
17 Graduate School of Economics, Kyoto University
18 School of Economics and Management, University of Hyogo
19 UC - Pontificia Universidad Católica de Chile
20 University of Huddersfield
21 Centre for Transformative Work Design, Curtin University
22 Shanghai Artificial Intelligence Laboratory (Entreprise)
23 DTU - Danmarks Tekniske Universitet = Technical University of Denmark
24 University of Strathclyde [Glasgow]
25 Hunter Centre for Entrepreneurship
26 Instituto de Ensino e Pesquisa (Brazil) - Insper Institute of Education and Research
27 Graduate School of Management, Kyoto University
28 Brett Centre for Entrepreneurship, University of Liverpool
29 MRM - Montpellier Research in Management
30 Whitman School of Management
31 Zipline.io (Entreprise)
32 Waikato Management School
33 Neuron Business and Development Solutions (Entreprise)
Ana Pérez-Luño
Janet A Boekhorst
Arobindu Dash
Jun Li
M.K. Ward
Amanda Jasmine Williamson

Résumé

How can entrepreneurs protect their wellbeing during a crisis? Does engaging agility (namely, opportunity agility and planning agility) in response to adversity help entrepreneurs safeguard their wellbeing? Activated by adversity, agility may function as a specific resilience mechanism enabling positive adaption to crisis. We studied 3162 entrepreneurs from 20 countries during the COVID-19 pandemic and found that more severe national lockdowns enhanced firm-level adversity for entrepreneurs and diminished their wellbeing. Moreover, entrepreneurs who combined opportunity agility with planning agility experienced higher wellbeing but planning agility alone lowered wellbeing. Entrepreneur agility offers a new agentic perspective to research on entrepreneur wellbeing.
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hal-04414075 , version 1 (24-01-2024)

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Ute Stephan, Przemysław Zbierowski, Ana Pérez-Luño, Dominika Wach, Johan Wiklund, et al.. Act or Wait-and-See? Adversity, Agility, and Entrepreneur Wellbeing across Countries during the COVID-19 Pandemic. Entrepreneurship Theory and Practice, 2023, 47 (3), pp.682-723. ⟨10.1177/10422587221104820⟩. ⟨hal-04414075⟩
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