Resilience and Entrepreneurship: A Systematic Literature Review

International Journal of Entrepreneurial Behaviour & Research, 24(7), 1129-1154. doi:10.1108/ijebr-10-2016-0356

The University of Auckland Business School Research Paper Series

Posted: 27 Dec 2021

Stefan Korber

University of Auckland Business School

Rod McNaughton

University of Auckland School of Business

Date Written: 2018

Purpose – The purpose of this paper is to review existing literature at the intersection of resilience and entrepreneurship. It identifies six scholarly conversations, each of which draws on distinct notions of resilience and entrepreneurship. Based on those conversations, shortcomings in the existing literature are discussed and avenues for future research are outlined. Design/methodology/approach – A systematic multi-disciplinary review of 144 papers that are categorized into six scholarly conversations to build the foundation for a critical discussion of each line of inquiry. Findings – This paper identifies six conversations or research streams at the intersection of entrepreneurship and resilience: resilience as traits or characteristics of entrepreneurial firms or individuals, resilience as a trigger for entrepreneurial intentions, entrepreneurial behavior as enhancing organizational resilience, entrepreneurial firms fostering macro-level (regions, communities, economies) resilience, resilience in the context of entrepreneurial failure, and resilience as a process of recovery and transformation. The review revealed these publications imprecisely define constructs and use a limited amount of the extant scholarship on both entrepreneurship and resilience. Future research should take a more holistic approach to explore entrepreneurship and resilience from a multi-level and longitudinal perspective, especially in the context of socio-ecological sustainability. Originality/value – This paper incorporates insights on resilience and entrepreneurship across academic disciplines to show how future contributions could benefit by incorporating research from other fields. In doing so, it provides a starting point for more nuanced discussions around the interrelationships between the different conversations and the role entrepreneurs can play in promoting a positive, long-term trajectory for a socio-ecological system. Full paper available at https://doi-org.ezproxy.auckland.ac.nz/10.1108/IJEBR-10-2016-0356

Keywords: Entrepreneurship, Resilience, Entrepreneurial resilience, Resiliency

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Introduction

The concept of resilience has been used in a variety of fields, including engineering (Hollnagel et al. , 2006), ecology (Holling, 1973; Walker et al. , 2004), psychology (Bonanno, 2004), sociology (Adger, 2000), disaster management (Manyena, 2006), and business administration (Sutcliffe and Vogus, 2003). Although some authors attempt to clarify linkages among related concepts such as resiliency, adaptability, transformability, and vulnerability (e.g. Luthar et al. , 2000; Walker et al. , 2004), the definitions of and boundaries between these concepts remain fuzzy (Callo-Concha and Ewert, 2014). Nevertheless, resilience is evoked increasingly in studies of entrepreneurial individuals and organizations (e.g. Ayala and Manzano, 2014; Reinmoeller and Van Baardwijk, 2005). Conversely, entrepreneurialism is frequently argued to contribute to the resilience of communities, regions, or economies (e.g. Boettke et al. , 2007; Westley et al. , 2011). However, literature at the intersection of resilience and entrepreneurship is fragmented into several conversations that often draw on distinct notions of these two constructs.

The resilience construct is relevant in the field of entrepreneurship research for two reasons. First, scholars often use resilience synonymously with preparedness, hardiness, persistence, or self-efficacy to explain why some entrepreneurs and their firms perform better than their non-resilient peers do. Second, cognitive and behavioral entrepreneurial traits and distinct forms of entrepreneurship such as social entrepreneurs are said to foster the ability of firms to adjust to new circumstances and to contribute to long-term sustainability through innovation (Biggs et al. , 2010). Based on these broad perspectives, we identify six distinct research streams. Four of these focus on preparedness in the face of potential disruptions: resilience as an ex ante , inherent characteristic of entrepreneurial individuals and firms that arises from different adjacent factors, psychological resilience that reinforces entrepreneurial intentions, entrepreneurial behavior that fosters organizational resilience, and entrepreneurial firms (and individuals) as enhancing regional economic or community resilience. In addition, two literatures take a post-disruption view of resilience and explore what happens after a disturbance has occurred: resilience that enables individual entrepreneurs to bounce back from failure or to survive tough times (e.g. Hayward et al. , 2010), and resilience as a dynamic process of adjustments of individuals, firms, and macro-level entities to new contextual circumstances (e.g. Dewald and Bowen, 2010). These six conversations set the...

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Authors: Korber, Stefan ;  McNaughton, Rod B.

Source: International Journal of Entrepreneurial Behaviour and Research , Volume 24, Number 7, 2018, pp. 1129-1154(26)

Publisher: Emerald Group Publishing Limited

DOI: https://doi.org/10.1108/IJEBR-10-2016-0356

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Keywords: Entrepreneurial resilience ; Entrepreneurship ; Resilience ; Resiliency

Document Type: Research Article

Affiliations: Department of Management and International Business, University of Auckland, Auckland, New Zealand

Publication date: November 5, 2018

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Please note you do not have access to teaching notes, being an entrepreneur post-covid-19 – resilience in times of crisis: a systematic literature review.

Journal of Entrepreneurship in Emerging Economies

ISSN : 2053-4604

Article publication date: 6 November 2020

Issue publication date: 9 September 2021

The COVID-19 pandemic has had an uncertain impact on the global economy, especially for entrepreneurs and small and medium-sized enterprises that have suffered significant consequences. However, resilience has emerged as an entrepreneurial skill that allows companies to adapt and grow stronger in the face of challenges. Therefore, this paper conducted a literature review to identify the factors that comprise resilience to strengthen training programs for entrepreneurial skills. This study aims to lead to future empirical studies that will provide more understanding and equip professionals with the skills to adapt to crises.

Design/methodology/approach

A systematic literature review was performed, analyzing studies related to entrepreneurship, resilience and crises. In total, 30 empirical studies were analyzed to determine the facts of the crises, the methodologies used and the actions taken to address them.

The review identified resilience factors such as attitudes adopted toward the crisis, the characteristics of the business and the entrepreneur, the relationships with institutions, human and social capital and strategic management. These factors can be considered in training programs for resilient entrepreneurs and by the different actors in the entrepreneurial ecosystem, including the universities and public policymakers, who support them.

Originality/value

This study provides a literature review that focuses on identifying the resilience factors of entrepreneurs who confronted past crises to know how to apply them to overcome the current situation and contribute to post-COVID-19 entrepreneurship. This paper hopes that the findings motivate others to conduct further empirical studies on entrepreneurship and resilience in times of crisis, especially in developing countries and emerging economies.

  • Entrepreneurial skills
  • Entrepreneurship
  • Educational innovation
  • Higher education

Acknowledgements

The authors acknowledge the technical support of Writing Lab, TecLabs, Tecnologico de Monterrey, Mexico, in the production of this work.

Portuguez Castro, M. and Gómez Zermeño, M.G. (2021), "Being an entrepreneur post-COVID-19 – resilience in times of crisis: a systematic literature review", Journal of Entrepreneurship in Emerging Economies , Vol. 13 No. 4, pp. 721-746. https://doi.org/10.1108/JEEE-07-2020-0246

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  • DOI: 10.1080/00472778.2021.2024216
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How to link organizational resilience to transformational entrepreneurship behavior as theoretical framework gap – A systematic literature review

Michael gunawan.

1 Faculty of Economics & Business, University of Indonesia, Depok, Indonesia

Budi Soetjipto

Lily sudhartio, associated data.

  • Gunawan M: PRISMA Checklist 2023.Dataset. figshare. 2023. 10.6084/m9.figshare.22591693.v1 [ CrossRef ]

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Figshare: PRISMA and PRISMA abstract checklists and flow chart for ‘How to link organizational resilience to transformational entrepreneurship behavior as theoretical framework gap’. https://doi.org/10.6084/m9.figshare.22591693.v1 . ( Gunawan, 2023 ).

Data are available under the terms of the Creative Commons Attribution 4.0 International license (CC-BY 4.0).

Peer Review Summary

Review dateReviewer name(s)Version reviewedReview status
Odafe Egere Approved
Gideon Maas Approved
Andreas Walmsley Approved

Background: Numerous enterprises face great challenges during uncertain economic conditions. This is particularly true for micro, small, and medium-scale companies, which are slumped against disruption from the COVID-19 pandemic—owing to lockdowns, decreased demand, and a disrupted supply chain. This has impacted the economy worldwide but also the social community and the environment that forms its ecosystem. Organizational resilience allows for socio-economic growth and enterprises to build environmental sustainability and balanced community development. Therefore, the behavior of companies must be transformed in building entrepreneurship to encourage socio-economic growth.

Methods: We conducted an advanced search on Business Source Premier, ABI/INFORM (ProQuest), Emerald Insight, and Web of Science database between March and June 2022. We screened the bibliographies of the articles from the database search using a set of inclusion criteria such as studies with quantitative design with unit analysis population sample based microfinance institutions and cooperative-based microfinance institutions, MSEs, and MSMEs as well as other industries such as travel agents, property, restaurants, food and beverages, manufacturing and plantations; exploration of transformational entrepreneurship behavior and organizational resilience determinant factors and conceptual manuscripts written in English; and published between 2005 till 2019 for transformational entrepreneurship and 1997 till 2000 for organizational resilience.  

Results: This study reviewed 22 articles focusing on the role and influence of organizational resilience on transformational entrepreneurship behavior from a lens that posits the importance of organizational resilience in the face of uncertain economic turbulence. The orientation of entrepreneurship behavior has been neglected in research so far. This systematic literature review study reveals important research gaps, such as the influence of organizational resilience in promoting the development of transformational entrepreneurship behavior and the determinants that build organizational resilience.

Conclusions: Research related to a company’s transformational entrepreneurship behavior offers a broad area of ​​scientific research; hence, encouraging further investigation is necessary.

Introduction

Economic growth has suffered dramatically owing to the ongoing COVID-19 pandemic, which has shown no end as of yet. The situation continues impacting socio-economic development, environmental sustainability, and people’s welfare. Meanwhile, the epidemic situation, which resulted in a decline in demand and purchasing power, prompted companies to be proactive, innovate, and take risks to recover and improve their economic performance ( Covin & Slevin, 1991 ; Miller, 1983 ; Scherer et al., 1989 ). The efforts exerted, thus far, to achieve economic growth have fallen short of achieving sustainable growth. Therefore, transformational behavior from organizational leaders, which includes innovative, proactive, and risk-taking behavior, is needed to achieve socio-economic growth, where social development can include environmental sustainability and community development in an optimal and balanced manner ( Maas et al., 2019 ; Maas & Jones, 2017 ). Similarly, Roth and DiBella (2015) argued for the importance of encouragement from top management to foster transformational behavior within a company and certain skills, such as how to read the current environmental conditions, be able to absorb new knowledge from existing situations and conditions, and influence the transformation at various levels in the company to implement a new approach.

This is a conceptual paper produced through an in-depth literature review. It attempts to answer the following questions:

  • 1. Transformational entrepreneurship behavior is so important to achieve socio-economic growth that it includes environmental sustainability and community development in a balanced way; then, why is this entrepreneurship behavior lacking?
  • 2. What determinants shape transformational entrepreneurship behavior toward socio-economic growth?
  • 3. What are the determinants that shape and build organizational resilience?

This conceptual study contributes to the literature on transformational entrepreneurship behavior ( Table 1 ) and the impact of organizational resilience ( Table 2 ). The following contributions have resulted in a research framework ( Figure 1 ) and provided a pathway for further research. This study provides a novel opportunity to take a closer look at the influence of organizational resilience and other determinants on transformational entrepreneurship behavior. To the best of the authors’ knowledge, this study is the first in-depth and systematic review of the literature to consider the transformational entrepreneurship behavior essential for a company to achieve sustainable goals. Second, this study builds a logical theoretical framework model to connect several determinant factors in building organizational resilience. The conceptual framework was formed through a literature review and theoretical gaps.

Research streamsThe supporting theoriesElucidation
Social-economy growthTransformational entrepreneurshipTransformational entrepreneurship (TE) is oriented holistically and heuristically in terms of promoting entrepreneurship and combining individuals and subsystems, namely communities and institutions/companies, to interact and collaborate to create synergy in the form of a framework that positively impacts obtaining opportunities to be utilized at the local or regional level ( ).
Indubitably, the transformation of entrepreneurship requires a systematic and holistic approach, precipitating transformational change in encouraging the growth of socio-economic development. Entrepreneurial transformation encourages the growth of socio-economic development, including an optimal balance between economic development and social growth, including environmental sustainability & community development in a balanced and simultaneous way ( ).
TE was found to contribute largely to socio-economic and long-term impacts, including concurrent community development ( ). Meanwhile, a combination of technology-intensive and social growth-oriented entrepreneurship is also needed to overcome the current stagnation in terms of global socio-economic growth. Therefore, the TE domain focuses on research to find a better way to overcome the current challenges and constraints to create a better future through a comprehensive systemic and holistic approach to achieve future socio-economic growth ( ). In the end, transformational entrepreneurs are expected to be able to create innovative solutions to the world's biggest problems that are measurable, sustainable, and systematic to achieve balanced and simultaneous socio-economic growth ( ).
Transformational behaviorTransformational entrepreneurship behaviorEntrepreneurship behavior has a transformational impact on their communities regarding social, economic, environmental, and community development performance ( ). Therefore, effective entrepreneurship behavior is needed to achieve transformational entrepreneurship by engaging in transformational proactive behavior, transformational innovative behavior, and transformational risk-taking behavior to achieve socio-economic growth. Furthermore, entrepreneurship behavior also includes the skills, competencies, knowledge, and characteristics required to foster the growth of transformational companies ( ).
Research streamsThe supporting theoriesElucidation
Hope, optimism, resilience, and efficacyPsychological capitalAccording to , business and market competition is dynamic and changing, following the strategic environment that changes extremely quickly with changes in high market demand, the organization must have the ability to innovate as a form of creativity to ensure that it has a high competitive advantage. These organizations can provide quality services with competitive advantages and can meet diverse customer needs ( ; ; ; ). However, the creativity of employees in encouraging the development of organizational innovation will run well with full and positive support from their superiors. Likewise, and , through recent empirical studies, posited it has been proven that good leadership has a positive impact that greatly affects employee behavior in an organization.
Positive leadership can increase morale, motivate employees, and affect employee commitment to create a high performance for the organization and encourage higher service quality improvements overall ( ; ). On the contrary, if the leader cannot encourage a positive mentality from their employees, motivate, and encourage behavior change through empowerment to improve the organization's quality, then, of course, it will result in a decrease in overall organizational performance. Several empirical studies have demonstrated that a positive correlation exists between various types of leadership and psychological factors and employee behavior.
A perceptual attitude (stance) combines a sense of reality, wisdom, positive perception, and a high commitment to integrity. Therefore, forming a perception that can be widely and comprehensively accepted within the organization as a fundamental foundation is necessary to encourage the growth of organizational progress that has desirable resilience capabilities ( ).
Meanwhile, stated that understanding reality about the perception of self-image, which is in line with the real situation, is an element of resilience at the organizational level. Perception of the real reality is very important so that the weaknesses and strengths of the organization can be understood properly. Organizations with strong resilience consist of leaders and employees with positive perceptions, high beliefs, and a good attitude of optimism that shape the organization's character. However, it is necessary to be aware of the vulnerabilities and weaknesses of the organization so that anticipatory steps are needed to take appropriate action ( ). Psychological capital (PsyCap) is highly decisive and, as a causal factor, determines organizational resilience to support the success of transformational entrepreneurship to produce increased employee performance.
Loyalty, affect, contribution, and respectLeader-member exchange multdimensionEngagement with high commitment and empowerment of employees in behaving and acting is a very important foundation. Employees must demonstrate appropriate behavior and attitudes in responding to difficult, chaotic, or even uncertain environments. In times of high pressure and uncertain turbulence, organizations can adapt appropriately to various situations and conditions to form effective organizational resilience ( ).
Empowering employees through the provision of authority is proven to have increased capability in the decision-making process. It is proven to produce innovative and creative solutions. According to , employee empowerment is one essential element of organizational resilience in building high self-efficacy and confidence.
Resilience at the individual level is largely determined by the full engagement of employees to bring the organization to adapt to volatile situations and conditions that result in a changing environment ( ).
The quality of the exchange of reciprocal relationships between leaders and employees in the form of mutual trust, mutual openness, and mutual support in an organization determines the quality of an organization and forms a good organizational leadership character. Meanwhile, distance is very meaningful for followers and leaders or subordinate manager relationships because the level of closeness in the relationship between leaders and employees/individuals they lead greatly affects "the behavior of followers/individuals under them to produce a performance that is important for organizational effectiveness ( ; )”.
The relationship between leaders and followers is highly dependent on power distance; power distance also affects commitment to full involvement and also empowerment in the form of authority to followers ( ; ; ). The shorter the power distance between leaders and employees, the better the quality of reciprocal relationships in the form of mutual trust, mutual love, mutual influence, and communication with each other ( ).
Exploration and exploitation capabilitiesAmbidexterityThe essence of exploration is experimenting with innovations that are new alternatives. The process is long, and the return is uncertain, far and often negative, from the investment that has been expended. Meanwhile, the core of exploitation is the improvement and renewal of the organization's ability to continuously explore existing opportunities and develop better ones that positively impact the organization ( ).
Organizations must maintain an appropriate combination of exploration and exploitation—a balance between the organization's ability to exploit and explore existing and new opportunities to produce optimal company performance ( ; ). According to , the necessity for the simultaneous execution of exploration and exploitation is purposed to achieve a balance that results in the survival and success of the company. Hence, combining exploration and exploitation is highly important to achieve optimal long-term performance and success ( ; ; ; ).
Furthermore, posited that organizations can withstand sudden and unpredictable crises and disasters because they have qualified human resources to form high organizational resilience.
While relational resources are important as sources of contextual integrity that contribute to organizational resilience, other tangible and intangible resources are required to increase resilience. This is coherent with organizational ambidexterity, which refers to the organization's ability to explore and exploit to compete in mature technologies and markets where corporate values, including competence, technological mastery, and organizational agility to face new challenges, are required ( ; ).
Ambidexterity is positively related to sales growth ( ; ; ; ), innovation ( ; ; ; ), and corporate viability ( ; ; ; )”.
Organizations with effective resilience capabilities are invariably prepared to face disasters, volatile situations, and conditions, and massive crises that may occur in the future and are considered to have strong organizational resilience. The strategic value of organizational capacity needs to be followed up with a proactive plan for strategic action in which the behavior is responsive, proactive, flexible, and has high creativity to build a competitive advantage to achieve organizational goals that innovate ( ; ; ).
Differentiation, neutralization, exploitation, and cost leadership advantageCompetitive advantage strategyEvery company must have a competitive advantage strategy to achieve the company's goals and objectives ( ; , ; ). An in-depth study of the bibliography shows that there are 4 (four) categories that reduce the concept of a competitive advantage strategy, namely (1) how the elaboration of the concept of strategy creates a competitive advantage ( ; , ; , ); (2) the emphasis of the definition of competitive advantage strategy ( ; ); (3) how to build a correlation between competitive advantage strategy and company performance ( ; ), and (4) encouraging the capability development to support the company's competitive advantage strategy ( ; ).
A company's success in achieving the goals and objectives that have been determined is strongly influenced by the competitive advantage strategy ( ). Porter designed a framework for building competitive advantage, namely cost advantage and differentiating elements (differentiation), to obtain better performance ( , ). Organizations implement a competitive advantage strategy supported by effective and qualified human resources ( ; ).
Organizations demand to build a competitive advantage to develop a business that is oriented to focus on its target market. Meanwhile, in business, a competitive advantage category is needed, according to , VRIN: Valuable, Rare, Inimitable, and Non-Substitution. If this competitive advantage is built properly, then the continuity of the organization or company will run in the long term ( ; ). Furthermore, according to , ), , ), , and competitive advantage strategy comprises of essential dimensions as follows: Distinguishing Advantage (differentiation), Cost Leadership Advantage, Market Exploitation Advantage, Threat Neutralization Capability, and Cost Reduction Capability.

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The remainder of this paper is structured as follows: (1) We describe the classification and provide a thorough explanation of organizational and transformational entrepreneurial behaviors. (2) We review and briefly describe an approach to descriptively review and analyze a collection of literature. (3) We systematically design the conceptual framework referring to the previous step as the basis. (4) The main findings obtained are then discussed, fostering a potential pathway for a detailed description for further research. This paper also describes its limitations; the final section presents the conclusions.

Transformational entrepreneurship behavior

Companies need leaders who foster transformation to survive in a turbulent environment and face uncertainty. Leaders who do this successfully have high integrity and motivate and encourage the efforts of their employees to achieve organizational goals and targets to improve company performance ( Lafley, 2009 ). Therefore, entrepreneurship behavior, which includes innovative, proactive, and risk-taking behaviors, is essential ( Covin & Slevin, 1991 ; Miller & Friesen, 1982 ). Meanwhile, Bass (1985) and Howell and Avolio (1993) held that transformational leaders encourage the development of innovation in their organizations. This is also supported by Crant (2000) and Deluga (1998) , who found that transformational leadership encompasses proactive, innovative, and risk-taking behavior. In other words, transformational leadership has been recognized to be connected to entrepreneurship.

Therefore, there is a need for renewed thinking to stimulate entrepreneurship to support socio-economic growth. In this context, ‘transformational entrepreneurship’ refers to a holistic and heuristic orientation in terms of promoting entrepreneurship and bringing together individuals and other subsystems, such as communities and institutions that interact and collaborate to create a positive framework within which opportunities can be leveraged that extend beyond the local area ( Maas et al., 2019 ).

Then, how important is the role of entrepreneurship in encouraging sustainable socio-economic growth to ensure that organizations may realize the right capabilities, capacities, and policies, including the ecosystem that supports them, to change or maintain a progressive socio-economic landscape—including community development in Indonesia through balanced optimal growth? Entrepreneurship can potentially precipitate a measure of success in dealing with volatile situations and conditions with high uncertainty. In times of strife, a company must not merely seek survival but also the ability to grow sustainably. Therefore, companies do not solely need economic returns (short-term) but also social impacts (long-term), such that the company’s success contributes to societal welfare ( Maas et al., 2019 ; Ratten & Jones, 2018 ; Xu & Maas, 2019 ).

Wealthy people are economically capable of sustaining a company’s progress, thus allowing the company to grow sustainably. Entrepreneurship also seeks to make a social impact by developing socially-oriented entrepreneurship. However, social entrepreneurship focuses on “community work, voluntary and public organizations, and private enterprises working for purely social purposes rather than for profit” ( Shaw & Carter, 2007 ). Solutions tend to rarely be formulated with consideration for economic scalability for sustainable socio-economic growth ( Marmer, 2012 ). On the contrary, we need entrepreneurship that can transform profit-oriented companies to include a social growth perspective in their goals.

Thus, a new approach is needed in socio-economic development through a systemic and holistic process to accommodate the needs of individuals economically and socially ( Maas et al., 2019 ). Without a new paradigm in the form of new approaches, such as transformational entrepreneurship, the potential for socio-economic development will remain limited and only benefit a small number of individuals, businesses, and organizations. As it is necessary to establish principles related to transformational entrepreneurship and the ecosystems that support it, practical cases are provided to illustrate the global concept of transformational entrepreneurship ( Maas et al., 2019 ). Therefore, transformational entrepreneurship behavior focuses on dynamically stimulating socio-economic development to achieve balanced optimal growth ( Maas et al., 2019 ; Ratten & Jones, 2018 ).

To address this need, the concept of transformational entrepreneurship is introduced. Transformational entrepreneurship encourages the advancement of entrepreneurship by bringing together individuals, communities, and institutions that interact and collaborate to take advantage of existing opportunities and reach a wider scale to promote optimal and balanced socio-economic growth ( Maas et al., 2019 ; Ratten & Jones, 2018 ; Xu & Maas, 2019 ). Additionally, transformational entrepreneurship encourages entrepreneurial activities that bring about meaningful changes in markets and industries, sociocultural life, and environmental and community development ( Marmer, 2012 ).

According to Maas et al. (2019) , balanced socio-economic growth must be achieved through activities that encourage the development of entrepreneurship and change in society at large, which positively impacts socio-economic growth, including community development. Therefore, to overcome current phenomena such as poverty, low welfare, inadequate health, unemployment, and negative business growth, a transformation is needed by supporting entrepreneurship as part of a comprehensive system, namely a system consisting of community, public, private, environmental, and natural resource management that provides benefits.

Research has demonstrated that company performance can be improved if top leadership exhibits entrepreneurship behavior ( Andole & Matsui, 2021 ; Dess & Lumpkin, 2005 ; Llanos-Contreras et al., 2020 ; Majid & Koe, 2012 ; Scherer et al., 1989 ). However, entrepreneurship behavior is more focused on obtaining economic benefits, even though what is needed is to build a sustainable company ( Aldrich & Zimmer, 1986 ; Chell & Baines, 2000 ; Dubini & Aldrich, 1991 ). A sustainable company can bring the company to achieve long-term business goals through its processes and actions from time to time by incorporating economic, social, and environmental aspects into its business strategy ( Baumgartner & Rauter, 2017 ; Haugh & Talwar, 2010 ).

Consequently, entrepreneurship behavior is no longer adequate; therefore, Maas et al. (2019) introduced transformational entrepreneurship behavior (TEB), which includes transformational proactive behavior, transformational innovative behavior, and transformational risk-taking behavior. The aim is enhancing people’s welfare and prosperity, thus increasing their purchasing power and consumption.

Several previous studies have explained the factors driving TEB, including Xu and Maas (2019) , Roth and DiBella (2015) , and Maas et al. (2019) , wherein the TEB is formed in a dynamic context. Meanwhile, entrepreneurship behavior, especially for transformation, must be action-oriented and, indubitably, require the capability to realize these actions. Therefore, it takes the company’s capabilities to realize the TEB. Moreover, Roth and DiBella (2015) posited that five capabilities are needed to enable transformational change: company awareness about the situation and market conditions and the environment in which the company is located related to competitiveness, ability to innovate, the balance of encouragement from top management, and absorption of new knowledge about the current situation.

These capabilities not only adapt to change but also recover when hit by change ( Duchek, 2020 ; Garud et al., 2007 ; Kantur & İşeri-Say, 2012 ; Wenzel et al., 2021 ). These three capabilities form the core of organizational resilience ( Duchek, 2020 ). Korber and Naughton (2018) held that OR is a determinant of entrepreneurship behavior and intentions; thus, OR is often manifested in self-efficacy or optimism.

According to Duchek (2020) , organizations that prepare themselves to anticipate a crisis (self-preparation capability) can act proactively, creatively, and innovatively by preparing human resources, organizational resources, and infrastructure to build systems to deal with potential crises. Further, Duchek (2020) posited that when a crisis occurs, companies that are already prepared can respond to the crisis and then absorb and adapt to the changes caused by it. Proactiveness, creativity, and innovation are crucial components of entrepreneurship behavior, including TEB, whereas self-prepared organizations are more resilient when experiencing change. Therefore, arguably, OR may affect TEB.

Other determinant factors include how the organization can take advantage of existing opportunities and customers and seek new opportunities—new customers. On the one hand, the organization can exploit existing opportunities; on the other hand, it can seek new opportunities with a balanced creative and innovative approach ( Benner & Tushman, 2003 ; Cao et al., 2009 ; Gibson & Birkinshaw, 2004 ; Lubatkin et al., 2006 ; O’Reilly & Tushman, 2008 , 2013 ; Tamayo-Torres et al., 2017 ).

Companies—in maintaining and retaining existing customers, as well as opportunities to find new customers—must have a strategy of having a competitive advantage because the company also has competitors in the region where it is located. Therefore, companies need to have competitive and unique products and services superior to those of similar competitors to create a competitive advantage ( Barney, 1991 , 1995 ; Flamholtz & Randle, 2012 ; Porter, 1989 , 1996 ; Stonehouse & Snowdon, 2007 ).

Organizational resilience

Considering that the occurrence of turbulence, situations, and conditions categorized as social and environmental conditions are currently experiencing an uncertain and unpredictable situations, efforts are needed to increase resilience to include organizations, individuals, regions, and social communities ( Kantur & İşeri-Say, 2012 ). Therefore, resilience encompasses a broad range of industries and scientific disciplines ( Gunderson & Holling, 2002 ; Werner & Smith, 1977 ).

Hence, in organizational studies, an understanding of organizational resilience is the ability of an organization or a region to apply crisis management to face disasters, so organizations need high and even the highest reliability to overcome problems that occur suddenly and cause serious disruption. ( Sutcliffe & Vogus, 2003 ; Weick et al., 1999 ; Weick & Sutcliffe, 2001 ). Horne and Orr (1997) defined resilience as “a fundamental quality in terms of the capacity and capability of individuals, groups, organizations, and the system as a whole to respond effectively and productively” to large and sudden changes that are massive so that they disrupt or damage the existing system and can cope within a short period. Meanwhile, Mallak (1998) stated that resilience is necessary under sudden shocks such as natural disasters or terrorist attacks and is also relevant for an organization, a region, and an individual faced with sustainable socio-business and environmental transformation.

Similarly, Robb (2000) posited that organizations with strong resilience can provide outstanding performance following current organizational goals and continue to innovate and adapt to changing market conditions and technology. Overall, practitioners believe that organizations with strong resilience automatically can successfully avoid disturbances while also coping with turbulence disturbances that occur effectively.

Accordingly, transformational entrepreneurship behavior that brings innovation faces the challenge of implementing it in companies at various scales, as well as the difficult challenge of becoming a mission and transformational behavior in MSMEs, as well as how micro- and small-scale financial institutions foster the growth of MSME companies to achieve socio-economic sustainability and community development ( Maas et al., 2019 ; Xu & Maas, 2019 ). The literature has largely ignored the determinants of transformational entrepreneurship behavior. Entrepreneurship behavior still dominates contemporary companies—namely, the current flow of research that is merely oriented toward economic growth ( Guiso et al., 2021 ; Zahra, 2021 ) and, thus, largely ignores sustainable growth—both environmental and socio-economic ( Maas et al., 2019 ; Xu & Maas, 2019 ). These facts are extremely important, considering that the nature of transformational entrepreneurship behavior differs from entrepreneurship behavior, where transformational entrepreneurship behavior is frequently associated with socio-economic growth ( Maas et al., 2019 ).

Transformational entrepreneurship in organizations

Facing conditions and a volatile and uncertain environment, companies need to have capable leaders with high integrity to ensure that they can transform the company to achieve its goals and objectives in creating socio-economic growth, including community development ( Maas et al., 2019 ).

In conducting transformational entrepreneurship, companies are not only innovative, proactive, and risk-taking behavior ( Bass, 1985 ; Covin & Slevin, 1991 ; Crant, 2000 ; Deluga, 1998 ; Howell & Avolio, 1993 ; D. Miller & Friesen, 1982 ) for economic purposes only, but sustainable as well—by possessing transformational proactive behavior, transformational innovative behavior, and transformational risk-taking behavior to achieve socio-economic growth comprising environmental sustainability and community development interests simultaneously and in optimal balance ( Maas et al., 2019 ).

However, in reality, extant research still discusses entrepreneurship that focuses on the economic aspect ( Guiso et al., 2021 ; Zahra, 2021 ), elucidating how entrepreneurship brings organizations or companies to grow and develop to achieve competitive advantage and economic advantage. These studies do not explore the fact that the competitive advantages and economic benefits as explicated may only be relatively short-term and unsustainable, whereas producing competitive advantages and economic benefits that are relatively long-term and sustainable requires the support of the surrounding environment sustainability in the form of community development that is concurrently related with socio-economic performance ( Maas et al., 2019 ).

Thus, widely discussed in various journals, entrepreneurship is likely to exhibit a limited impact because the solutions are rarely designed with scalability and long-term sustainable economic and social development ( Maas et al., 2019 ; Xu & Maas, 2019 ). Therefore, understanding entrepreneurship from a social perspective and the development of the environment and society from a balanced and simultaneously economic perspective is necessary.

The second challenge is the realization of transformational entrepreneurship. Considering the wide scope of transformational entrepreneurship behavior, it is likely that only strong and resilient organizations can support leaders to do so. A strong and resilient organization is one with high organizational resilience. Meanwhile, according to Doe (1994) , Horne (1997) , Horne and Orr (1997) , Mallak (1998 , 1999 ), and Warner and Pyle (1997) , organizations with effective resilience capabilities can face and survive in turbulent, chaotic, and uncertain situations. Organizations that have high resilience are also prepared to face even the worst situations and respond “appropriately and quickly” ( Sullivan-Taylor & Wilson, 2009 ; Wilson et al., 2010 ).

The author conducted a literature review to study and develop a body of knowledge based on the results of journal-journal research as a guide for future research agendas. According to Tranfield et al. (2003) , an in-depth study of existing journals should be conducted through systematic reviews, which help find research gaps and determine the future scope of investigation in the field.

Data collection

From March to June 2022, a search was conducted using the Business Source Premier, ABI/INFORM (ProQuest), Emerald Insight, and Web of Science. From the database search, we screened the bibliographies of articles according to a set of inclusion criteria outlined below, including studies with quantitative designs involving unit analyses with population samples and cooperatives. It explores transformational entrepreneurship behavior and organizational resilience determinant factors as well as conceptual manuscripts written in English, including MSEs and MSMEs, as well as other industries such as travel agents, property, restaurants, food and beverage, manufacturing, and plantations. Articles on transformational entrepreneurship published between 2005 and 2019 and organizational resilience published between 1997 and 2000 were selected for this review. ProQuest, Emerald Insight, and Web of Science databases (via e-Library of the University of Indonesia) were used to search Google Scholar, Business Source Premier, and Business Source Premier.

The authors researched related journals through the string “AND” and “OR” ( Tremml, 2019 ; Whitten et al., 2007 ), which are “Transformational Entrepreneurship” AND “Socio-Economic Growth,” “Organizational Resilience” AND “Competitive Advantage.” Then “Transformational Entrepreneurship Behavior” AND “Innovation, Risk-Taking and Proactive,” thus “Organizational Resilience” AND “Leader-Member Exchange, Psychological Capital” AND “Competitive Advantage,” “Transformational Entrepreneurship (Behavior)” AND “Competitive Advantage.” Moreover, “Transformational Entrepreneurship Behavior AND Transformational Entrepreneurship” were searched for the latest journals in the 2010-2020 period and Organizational Resilience for the period 1997-2020, which became a theoretical foundation like “transformational entrepreneurship (behavior) theory” ( Maas et al., 2019 ; Maas & Jones, 2017 ; Marmer, 2012 ; Xu & Maas, 2019 ) and “organizational resilience” ( Duchek, 2020 ; Horne, 1997 ; Horne & Orr, 1997 ; Kantur & İşeri-Say, 2012 ; Välikangas & Romme, 2012 ). These collected and reviewed journals can be classified as validated such that they significantly impact the knowledge derived and research conducted ( Keupp et al., 2012 ; Podsakoff et al., 2005 ).

Transformational entrepreneurship

Inclusion criteria:

  • - Quantitative research and literature review papers
  • - Published in between 2005-2019
  • - Accessible without paying

Exclusion criteria:

  • - Articles published before 2005 and after 2019

Organizational resilience:

  • - Published in between 1997-2020
  • - Articles published before 1997 and after 2020.
  • - Both quantitative research and literature review paper.

Data analysis

Following Tremml (2019) and as recommended by Booth et al. (2022) , a careful selection process produced 148 manuscripts, which were analyzed in full depth. Based on the inclusion and exclusion criteria, 45 articles were shortlisted for the review, 28 articles for organizational resilience, and 17 articles for transformational entrepreneurship. This is in accordance with Tremml, who argued that it is necessary to examine a reference in more detail as a technical search to ensure that it lends a meaningful addition to reference checking as an additional search technique ( Booth et al., 2022 ). Ultimately, 22 studies were included in this review. Figure 1 presents the systematic search and selection process. The articles obtained were then carefully examined and studied related to transformational entrepreneurial behavior strategies, organizational resilience, psychological capital, leader-member exchange, ambidexterity, and competitive advantage, and can be applied in all industries, including MSMEs, microfinance institutions, and multi-finance cooperatives.

During the process of a systematic literature review, the authors were aware of potential sources of bias and took steps to minimize their impact. This involved using strict inclusion and exclusion criteria to identify relevant studies as well as assessing the quality and validity of the research methods employed in each study. We considered the potential impact of bias on the conclusions drawn from the research and reported any limitations or biases that may have influenced the findings. To link organizational resilience to transformational entrepreneurship behavior, it is essential to identify and address any potential sources of bias that may impact the theoretical framework of the research. This involved a thorough and critical review of the existing literature as well as a clear understanding of the underlying concepts and theories involved. By carefully considering the potential for bias at each stage of the research process, we developed a robust and reliable theoretical framework that can guide future research in this area. This literature review assesses the risk of bias by considering the tendency of primary studies and research published in proceedings and journals to be examined with only a significant effect; those that are not significant are not included.

Transformational Entrepreneurship (behavior measured for research) is a relatively new topic; therefore, the timeframe for publishing a journal is shorter and more limited than organizational resilience (much longer and has become a significant issue in the 1990s). Transformational entrepreneurship (behavior) departs from entrepreneurship (behavior/orientation) and social entrepreneurship; The review started in 2005 through Mel et al. regarding entrepreneurs possessing qualities of high willingness to take risks and high managerial and financial literacy to innovate. Miller and Collier (2010) attempted to develop transformational entrepreneurship following Schoar (2010) . Furthermore, Marmer (2012) , through the Harvard Business Review, emphasized transformational entrepreneurship (TE) in four quadrants, which is the future of organizations. Companies must develop TE to achieve socio-economic growth and environmental and community development in an optimal and balanced manner. Jones, Lockyer, and Maas and the Jones and Maas couple developed TE continuously through thoughts and concepts, as well as case and empirical studies from 2019 until now.

While the topic of organizational resilience has been around since the 1990s, resilience also includes regional/city resilience to natural disasters, earthquakes, agency hurricanes, and organizational/company resilience to sudden economic turbulence. Therefore, the period for organizational resilience in this manuscript review began earlier, from 1997 to 2020, and is still ongoing today (mainly when the Covid-19 pandemic occurred).

We conceptualize resilience as a meta-capability, including the determinants and ecosystems that shape it, and break down the construct into its parts or the dimensions that make it up.

Our analysis is based on the data and information in organizational resilience journals and transformational entrepreneurship journals. We understand organizational resilience well, especially as it relates to organizations/companies, so organizational resilience has an ecosystem that shapes it. Be it human resources, environmental resources, financial resources, and the social-economic-community environment. Therefore, leaders and employees within an organization or company must possess transformational entrepreneurship behavior to achieve sustainable growth.

From the journal period reviewed for Transformational Entrepreneurship (TE) from 2005 to 2019 and Organizational Resilience (OR) from 1997 to 2020, we see a common thread through meta-analysis, where we find theoretical gaps that contribute to generating novelty in the form of conceptual propositions.

Figures 2 and ​ and3 3 explain the number of publications obtained per year and reveal the trend of increasing research using these variables or constructs, as well as building novelty and providing socio-economic and industrial impacts and contributions. The trend of increasing this research follows the increasing number of publications in the field of transformational entrepreneurship—transformational entrepreneurship behavior, starting in the 1990s and 2010 and continuing to grow and develop, respectively, in the last 10 years, and organizational resilience has fluctuated and tended to be stable in the last 25 years.

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Transformational entrepreneurship behavior determinant framework

The framework model ascertains the proposition of organizational transformational entrepreneurship behavior, which is determined by the organization’s resilience and the ecosystem in which the organization is located. How strongly organizational resilience is influenced by individual aspects within the organization, namely, the psychological capital of the top leadership of the organization and quality of the relationship between the top leadership of the organization and its subordinates ( Dansereau et al., 1975 ; Graen et al., 1982 ; Graen & Cashman, 1975 ; Hind et al., 1996 ; Horne, 1997 ; Kantur & İşeri-Say, 2012 ; Luthans et al., 2015 ; Mallak, 1998 , 1999 ; Wilson & Ferch, 2005 ; Youssef, 2004 ), as well as by aspects of organizational aspects, namely the organization’s ability to explore and exploit simultaneously, and the organization’s competitive strategy ( Adler et al., 1999 ; Caspin-Wagner et al., 2012 ; Doe, 1994 ; Gibson & Birkinshaw, 2004 ; Horne, 1997 ; Iyer et al., 2006 ; Kantur & İşeri-Say, 2012 ; Katila & Ahuja, 2002 ; Mallak, 1998 ).

Meanwhile, the determinants of transformational entrepreneurship behavior from the internal side of the organization include the capability to explore and exploit opportunities simultaneously and in a balanced manner ( ambidexterity) ( Benner & Tushman, 2003 ; Gibson & Birkinshaw, 2004 ; O’Reilly & Tushman, 2008 , 2013 ; Tamayo-Torres et al., 2017 ) according to transformational innovative and risk-taking behavior. Likewise, the internal determinants of TEB include a competitive advantage strategy because it must be owned by every organizational company ( Barney, 1991 , 1995 ; Porter, 1989 , 1996 ; Stonehouse & Snowdon, 2007 ), which follows transformational innovative and proactive behavior.

Government regulation

Cull et al. (2013) argued that a need exists for joint efforts to measure environmental quality that impacts business growth and investment to provide benefits to socio-economic and environmental growth in a region. Therefore, the World Bank (2013) provides guidelines on the ease-of-doing-business index based on the complexity of business regulations and respect for protecting property rights. This index is measured to determine the ease of doing business, starting a business, including managing and obtaining permits, process and traveling time, including permits to build company areas or business buildings, ease of obtaining loans, and protection of investors, including permits to establish banks and manage money markets.

Ciccone and Papaioannou (2007) argued that the process of registering a new business entity for an existing business is significantly negatively related to new business investment. Meanwhile, Klapper, Laeven, and Rajan (2006) found that easier and more concise regulations will help capital inflows invest, including the growth of business activities in the building of industry. Therefore, the complexity of regulations determines the quality of the environment and space in conducting business, which significantly impacts economic growth ( Cull et al., 2013 ).

Referring to the research framework ( Figure 4 ), external factors, such as the environment, are the determining factors that influence companies, especially MSMEs, as well as microfinance institutions and multi-finance cooperatives. Therefore, the company’s orientation toward organizational resilience and transformational entrepreneurial behavior and the results obtained can certainly be influenced by external factors, namely the environment that is a sustainable supporter; in this case, government regulations play an extremely noteworthy role in succeeding the socio-growth of industry, business, and MSMEs, as well as microfinance institutions.

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A suitable increase in the resilience advantage is required to deal with unpredictable and uncertain catastrophe and loss conditions. Resilience includes organizational, individual, community, and regional resilience ( Kantur & İşeri-Say, 2012 ). Resilience in the real sense also includes all aspects of conducting assessments, including various disciplines ( Gunderson & Holling, 2002 ; Werner & Smith, 1977 ).

Organizational resilience capabilities are prepared and built by implementing crisis management and preparing human resource capabilities and organizational resources with high reliability so that they can anticipate and cope with sudden and disruptive disasters and environmental changes ( Sutcliffe & Vogus, 2003 ; Weick et al., 1999 ; Weick & Sutcliffe, 2001 ).

Moreover, Horne and Orr (1997) argued that resilience is the capacity and capability possessed by organizations, individuals, communities, and regions to prepare themselves for disasters and volatile conditions so that they can respond carefully and overcome these problems quickly. Similarly, Mallak (1998) held that an organization’s resilience can transform it to achieve sustainable socio-business and environmental growth.

Robb (2000) also stated that organizations with strong resilience can provide great performance following current organizational goals and continue to innovate and adapt to changing market conditions and technology so that organizations can grow and develop sustainably. Therefore, organizations with strong resilience automatically have good capabilities to avoid disturbances while also dealing with turbulence disturbances that occur effectively.

Kantur and İşeri-Say (2012) developed an organizational resilience framework and identified its determinants:

  • 1. The perceptual stance describes the organization’s positive perception, especially that of top leaders. Individuals with positive perceptions have high psychological capital.
  • 2. Contextual integrity describes employees’ involvement and empowerment. Employees with high involvement and empowerment have a quality relationship with the organization’s top leadership. With these quality relationships, employees gain the trust of the organization’s top leadership so that they get the support of resources that allow them to be more involved and empowered than others.
  • 3. Strategic capacity describes an organization’s ability to deal with uncertain situations. This ability is reflected in the ability to conduct exploration and exploitation simultaneously, considering that this uncertain situation may present new opportunities that need to be explored further, but at the same time, existing opportunities need to be continuously exploited.
  • 4. Strategic acting describes an organization’s creative, flexible, and proactive actions. These three actions are included in the organization’s competitive strategy to outperform its competitors. By acting creatively, flexibly, and proactively, organizations can offer products that are different from those in the market or offer similar products at more competitive prices. Therefore, it is necessary to build a competitive advantage, which is a decisive factor in the long-term success of a business. When a business can create a competitive advantage over its competitors, growth and revenue will increase ( Barney, 1991 ).

It is also important to have a competitive advantage based on the organizational culture built, strategic assets owned, and the business model applied to retain existing, loyal, and potential customers and serve the target market through a high-efficiency process ( Barney, 1991 , 1995 ; Flamholtz & Randle, 2012 ; Porter, 1989 , 1996 ; Stonehouse & Snowdon, 2007 ).

Psychological capital

The attitude of having a desirable perception represents a perception of the existing reality rooted in the wisdom to create a positive mindset and have high commitment. Building a positive perception and widespread dissemination within the organization will become a guideline and commitment of employees and the organization to strengthen the resilience of the organization. Meanwhile, understanding the existing reality will build a perception of self-image, which is an important element in building organizational resilience ( Hind et al., 1996 ).

According to Coutu (2002) , the characteristics of strong organizational resilience are based on the meaning of real reality. This meaning builds a positive image so that the perception of the meaning of organizational resilience is to face bad and disturbing problems and situations ( Mallak, 1998 ). According to Flach (2004) , optimism (optimism) and hope (hope) are important elements in building perceptions. This positive perception increases the resilience of an organization.

According to Flach (2004) , optimism and hope are noteworthy elements of constructive perception. This positive perception increases organizational resilience, as needed in the perceptual stance element. The perceptual stance construct is compatible with psychological capital. Therefore, psychological capital (PsyCap) is a decisive factor that determines organizational resilience to support the success of transformational entrepreneurship behavior in increasing employee performance.

This aligns with Youssef (2004) and Luthans, Youssef, and Avolio (2015) , who held that psychological capital (PsyCap: Psychological Capital), as it is now widely recognized human and social capital, is a take-off from economic capital, where existing resources are invested and utilized for future returns. Operationally, PsyCap can be explained as follows: (1) having high self-efficacy in making the decisions needed to succeed in ever-changing challenges; (2) creating a positive korsa spirit (optimism) regarding how to “build success now and in the future”; (3) tenacious, persistent and diligent in achieving the goal, and directing all power and ability to reach the path to the expected goal; and (4) when facing problems and challenges, being able to recover and then rise again through effective resilience to achieve success ( Luthans et al., 2004 , 2015 ). Thus, in sum, PsyCap, individually and as an organization, is an important determinant of building organizational resilience.

Leader-member exchange

Employee engagement and empowerment are essential for employees to demonstrate appropriate behavior when faced with adversity or an unpredictable turbulent environment. Therefore, the unity of thought and action between leaders and employees is needed.

Facing great pressure from disasters, organizations must prepare themselves carefully, overcome these problems, and then adapt to changing environments and conditions. Mallak (1998) emphasized the importance of empowerment in the decision-making process from leaders to employees as an important element of organizational resilience. Empowering employees in decision-making enables them to produce creative solutions with increased authority and capability.

The leader–follower relationship is a mutually supportive interpersonal relationship. Mutual trust and respect are essential in an organization ( Dulebohn et al., 2012 ), and thus, understanding the distance at the point of a two-way relationship between “leaders and followers/subordinates” is highly important to increase positive outcomes for employees and organizations ( Dansereau et al., 1975 ; Graen et al., 1982 ; Graen & Cashman, 1975 )”. According to Anand et al. (2018) , the power distance factor between leaders and followers is important for improving communication and good relationships. Similarly, Antonakis and Atwater (2002) and Napier and Ferris (1993) posited that communication within the organization runs smoothly because of the good relationship between leaders and subordinates so that the goals and missions of achieving organizational performance are met.

According to Gouldner (1960) , leadership-subordinate relationships must be rooted in reciprocal personal relationships that support each other, communicate with each other, and are open to each other. In building high-quality relationships, leaders provide empowerment, trust, and support in the form of resource allocation, improvement in the quality of key tasks and functions, and through coaching and mentoring ( Ilies et al., 2007 ; Maslyn & Uhl-Bien, 2001 ; Settoon et al., 1996 ). Therefore, to form high-quality relationships, a leadership role is needed to motivate, build relationships, and provide trust and empowerment to subordinates to ensure that they are expected to contribute to producing an effective performance for the organization ( Settoon et al., 1996 ; Wayne et al., 1997 ).

Furthermore, Weick (1993) posited that continuous open communication is an important factor in coordinating superiors and subordinates in an organization. Likewise, Horne and Orr (1997) recommended that to foster effective organizational resilience, leaders must communicate effectively about the company’s goals, mission, and vision to their employees to build trust—an important principle in building such resilience.

Van Breukelen, Schyns, and Le Blanc (2006) proposed an approach to building a good leader-member relationship process through open and honest two-way interactions. This confirms that LMX theory is a characteristic of a dynamic causal relationship between leaders and their subordinates while simultaneously fostering commitment to advancing the organization ( Northouse, 2012 ).

Ambidexterity

March (1991) identified two categories of implementation in an organization: (1) explorinh novel opportunities and findings because they are related to innovation, and (2) exploiting to develop and deepen existing resources, as well as to update and improve the quality and capabilities of organizational resources. Companies and organizations must “conduct exploration and exploitation simultaneously and in a balanced manner by utilizing available resources and good managerial capabilities to obtain better organizational performance ( Chandrasekaran et al., 2012 ; Kristal et al., 2010 ; Salvador et al., 2014 ).

Organizations or companies sometimes face an unstable and hostile environment requiring organizations to engage in “exploration and exploitation, thus becoming an ambidextrous organization ( Benner & Tushman, 2003 ; Lubatkin et al., 2006 ; Raisch & Birkinshaw, 2008 ; Tamayo-Torres et al., 2014 , 2017 ).” Therefore, ‘ambidexterity’ is a company’s capability to carry out exploration and exploitation activities simultaneously and in a balanced manner ( O’Reilly & Tushman, 2004 ).

Organizations need to maintain an appropriate combination of exploration and exploitation—a balance between the organization’s ability to exploit and explore existing and new opportunities—to produce optimal company performance ( Cao et al., 2009 ; Lubatkin et al., 2006 ). This is according to O’Reilly and Tushman (2004) , who highlighted the need for simultaneous execution of exploration and exploitation to achieve a balance that results in the survival and success of the organization or company. Therefore, combining exploration and exploitation is important to achieve improved long-term organizational performance ( Benner & Tushman, 2003 ; Gibson & Birkinshaw, 2004 ; Lubatkin et al., 2006 ; Tamayo-Torres et al., 2017 ). In essence, organizations that conduct exploration and exploitation activities simultaneously and in a balanced manner, can deal with situations and environmental conditions that change dramatically. This aids organizations to receive new opportunities as an organization with effective resilience capabilities ( Mallak, 1998 ).

Therefore, companies must take advantage of existing opportunities and customers and seek new opportunities and customers with a proactive, creative, and innovative approach in a balanced and concurrent way (ambidexterity; ( Benner & Tushman, 2003 ; Cao et al., 2009 ; Gibson & Birkinshaw, 2004 ; Lubatkin et al., 2006 ; O’Reilly & Tushman, 2008 , 2013 ; Tamayo-Torres et al., 2017 ).

Furthermore, the company uses the ability to act proactively, creatively, and innovatively by exploiting existing markets/opportunities while simultaneously developing creative and innovative behavior by exploring new opportunities by daring to take risks. This is in line with transformational innovative behavior and proactive behavior that such behaviors aim to change and transform.

Competitive advantage strategy

The capability of the organization to prepare itself by anticipating potential disasters and crises must be followed by strategic organizational capacity and strategic actions, where the behavior of employees in the organization must be creative, agile, sensitive, resilient, and proactively oriented toward innovation-resulting solutions ( Duchek, 2020 ; Kantur & İşeri-Say, 2012 ; Wenzel et al., 2021 ).

Competitive advantage strategy has proven to be an extremely important element of how organizations grow and develop to achieve their goals and objectives ( Ehie & Muogboh, 2016 ; Kharub & Sharma, 2016 , 2017 ; Korutaro Nkundabanyanga et al., 2014 ; Olhager & Feldmann, 2018 ; Stonehouse & Snowdon, 2007 ). Based on a literature review, the competitive advantage strategy comprises the following four categories: (1) These manuscripts describe the concept of competitive strategy ( Kathuria et al., 2007 ; Porter, 1985 , 2000 ; Skinner, 1969 , 1985 ). (2) These studies define competitive advantage strategies ( Dangayach & Deshmukh, 2006 ; Ward & Duray, 2000 ). (3) The literature correlates the direct effect of competitive advantage strategy and firm performance ( Amoako-Gyampah & Acquaah, 2008 ; Olhager & Feldmann, 2018 ). (4) These studies emphasize the development of resource capabilities to support a company’s competitive advantage strategy ( Jarzabkowski et al., 2016 ; Sharma & Kharub, 2014 ).

Organizations must build a competitive advantage to develop a business focusing on its target market. Meanwhile, in business, a competitive advantage category is needed, according to Barney (1991) , VRIN: Valuable, Rare, Inimitable, and Non-Substitution. If this competitive advantage is built properly, the continuity of the organization or company will continue in the long term ( Jacobsen, 1988 ; Porter, 1985 ). According to Porter (1989 , 1995 ), Barney (1991 , 1995) , Christensen (2006) , Sigalas, Economous, and Georgopoulos (2013) , Stonehouse and Snowdon (2007) , and Nkundabanyanga, et al. (2014) .

Meanwhile, organizations that face environmental pressures with dynamics at an uncertain level of turbulence must be able to act creatively, flexibly, and proactively for the emergence of solution-oriented and elastic organizational behavior to ensure that they can compete ( Kantur & İşeri-Say, 2012 ). These three actions are included in the organization’s competitive strategy to outperform its competitors. By acting creatively, flexibly, and proactively, organizations can offer products that are different from those in the market or offer similar products at more competitive prices.

To compete and win against competitors, the company must have a competitive advantage strategy by encouraging different advantages, such as price advantages focusing on the target market, advantages of the network owned, advantages of having resources, and advantages of good name/reputation. This will encourage the company to act creatively and innovate continuously, ahead of similar competitors and dare to take risks ( Korutaro Nkundabanyanga et al., 2014 ; Sigalas et al., 2013 ; Stonehouse & Snowdon, 2007 ). This is in line with transformational entrepreneurship behavior that always transforms by daring to take risks, act proactively and innovate continuously.

Ultimately, Doe (1994) emphasized that organizations with high resilience capabilities must be supported by resource capabilities, including good human resources. This will help them absorb crises and disasters resulting in drastic changes and view change as an opportunity that must be seized because it benefits the organization as a whole.

The characteristics of organizations with high resilience include timely and appropriate responses and the capacity for creative renewal ( Kantur & İşeri-Say, 2012 ). That is, the response consists of proactive, innovative, and risk-taking behaviors ( Kantur & İşeri-Say, 2012 ). Meanwhile, Hunter (2006) argued that resilient individuals who have high resilience can change crises by carrying out organizational transformation through transformational entrepreneurship behavior ( Maas et al., 2019 ; Maas & Jones, 2017 ) to generate individual and organizational growth on an ongoing basis.

Change-oriented organizational leaders invariably anticipate sudden changes that disrupt environmental situations and conditions to continue bringing the organization to improve its performance ( Lafley, 2009 ). This leader must bring the organization to an entrepreneurial spirit by innovating, acting proactively, and taking risks ( Covin & Slevin, 1991 ; Miller & Friesen, 1982 ). Bass (1985) and Howell and Avolio (1993) argued that transformational leadership is related to innovation in organizations. Likewise, Crant (2000) and Deluga (1998) found that transformational leaders are associated with transformational behavior, including transformational behavior that is proactive, innovative, and willing to take risks.” In other words, transformational leadership has been known to be associated with entrepreneurship.

Therefore, a need exists to renew thinking to stimulate entrepreneurship to support socio-economic growth, including community development. In this context, “transformational entrepreneurship” is comprehensive and holistic in promoting entrepreneurship, including socio-economic development and community development, so that they can interact and collaborate synergistically to create positive opportunities and benefits and reach a wider scale ( Maas et al., 2019 ).

Entrepreneurship plays an extremely important role in encouraging sustainable socio-economic development. It needs to be studied further to determine whether the organization has a capable capability, adequate capacity, and a supportive ecosystem so that the right policies are needed to build socio-economic growth, including community development, in an optimal balance. As mentioned above, the key to success in dealing with volatile situations and conditions with high uncertainty is not just survival but sustainability. Therefore, companies do not need only economic benefits (short-term) but also social impacts (long-term) to ensure that the company’s success increases societal welfare ( Maas et al., 2019 ; Maas & Jones, 2017 ; Xu & Maas, 2019 ). According to Marmer (2012) , entrepreneurship can transform institutions so that they are profit-oriented (e.g., companies) to incorporate a social perspective into their goals.

The author argues that it is necessary to develop propositions to empirically prove the model review framework, as presented in Figure 4 ; this can be applied to companies in all industries, including microfinance institutions, multi-finance cooperatives, and MSMEs to create socio-economic growth and build the sustainability of the company itself, in addition to environmental and community development ( Maas et al., 2019 ; Xu & Maas, 2019 ). This transformation of entrepreneurship behavior is needed in all organizations or companies for a sustainable existence. Therefore, this idea is needed, which is obtained through case studies of the entrepreneurship industry via the three main categories of organizational resilience, ambidexterity, and competitive advantage strategy ( Kantur & İşeri-Say, 2012 ; Korutaro Nkundabanyanga et al., 2014 ; Lubatkin et al., 2006 ; Sigalas et al., 2013 ).

Through an in-depth study of the bibliography, the author realizes that the conceptual paper that builds a framework review model is still limited. The author supports that TEB can be applied to all companies and industries, including microfinance institutions, multi-finance cooperatives, and MSMEs. However, adopting a different approach is necessary, and examining the determinant factors and ecosystems supporting TEB formation may be required.

The purpose of this in-depth study, review of the literature, and collection of research questions is collating all conceptual approaches to TEB and organizational resilience in companies and various industries to promote socio-economic growth and achieve environmental sustainability and balanced community development. Furthermore, an in-depth systematic review yielded a model framework ( Figure 4 ). Based on the model, this framework is subsequently analyzed to identify research gaps and offer avenues for further research.

This literature review clearly describes the ecosystem that drives the development of transformational entrepreneurial behavior ( Xu & Maas, 2019 ) and the determinants of organizational resilience ( Kantur & İşeri-Say, 2012 ). However, research on transformational entrepreneurship behavior for a company can predominantly be conducted in the context of the private sector, state-owned companies, MSMEs, microfinance institutions, and multi-finance cooperatives. Therefore, the articles in the literature review regarding organizational resilience and its influence on transformational entrepreneurial behavior are still conceptual and represent a theoretical gap with respect to producing a basic framework or model.

The author attempts to link the research flow of organizational resilience and transformational entrepreneurial behavior more closely; Mass and Jones (2017) recommended conducting empirical research to be applied by companies in various industries to prove conceptual thinking. Likewise, they argued for considering the different determinants and ecosystems that shape them concerning transformational entrepreneurship behavior.

Referring to the construct that forms transformational entrepreneurial behavior ( Maas et al., 2019 ), the existence of an ecosystem, namely, factors outside the company that shape it ( Xu & Maas, 2019 ). The importance of TEB in encouraging socio-economic growth does not stand alone ( Maas et al., 2019 ; Xu & Maas, 2019 ). It is necessary to provide an ecosystem that supports infrastructures, policies/regulations, culture (from the parent company/coach, government, environment, and society), markets, and finance/funding ( Isenberg, 2011 ; Mason & Brown, 2014 ; Oh et al., 2016 ; Smith, 2006 ; Xu & Maas, 2019 ) to ensure that the climate of innovation and entrepreneurship is formed. Ecosystems that include infrastructure, policies/regulations, culture, parent company support, the environment, and society significantly contribute in the literature review, particularly in building transformational entrepreneurship behavior ( Xu & Maas, 2019 ).

Furthermore, the author argues that the developed model framework can be implemented using quantitative studies through theory development, which is a theoretical gap in line with the definition of organizational resilience and transformational entrepreneurship behavior. Thus, the adaptation of constructs that shape organizational resilience and the determinants of transformational entrepreneurship behavior can be applied to companies in various industries.

Limitations

This conceptual study, created through a literature review, explains the determinants of organizational resilience and transformational entrepreneurship behavior, but it has several limitations in this case. The first limitation is that the literature review focuses on academic journals located in Scopus, hosted by EBSCO and Web of Science (WoS) databases, both conceptual and empirical. Likewise, Podsakoff et al. (2005) argued that it is necessary to conduct an intensive literature review and improve the quality of the literature review and the findings obtained to ensure that a holistic picture is obtained. The next limitation is that the information obtained from the literature review is sometimes inadequate; therefore, the model of the review framework needs to be further developed to obtain a different view of other potential ecosystems.

The author refers to Pawson (2006) in selecting a paper that must follow the intended focus of its suitability and purpose. Indubitably, how the influence of organizational resilience on transformational entrepreneurship behavior can be applied in companies of all industries, especially for MSMEs and microfinance institutions, and multi-finance cooperatives. Furthermore, the limited quality of the information obtained from the literature review prompted us to develop only a probable theoretical framework.

The stream of research that focuses on TEB is still rare. Currently, this research is increasing, but more so on a conceptual level. Thus far, both conceptual and empirical research has focused more on entrepreneurship behavior that aims to achieve economic gain. Therefore, the literature review in this conceptual paper aims to produce research paths for the present and the future, including the determinants and ecosystems that shape TEB, and to generate broad insights that can be implemented in contemporary companies of all industries. Furthermore, this study also focuses on the effect of organizational resilience on transformational entrepreneurship behavior and the determinant factors shaping organizational resilience, rooted in an in-depth literature review.

The author conducts a careful review of the literature to identify the theoretical gaps that have been vague and then combines two streams of research—namely, organizational resilience and transformational entrepreneurship behavior—in building a model framework. Therefore, we developed an integrative review framework ( Figure 4 ) as an empirical research model. Finally, numerous future research opportunities exist to develop other review framework models previously developed by scholars.

[version 1; peer review: 3 approved]

Funding Statement

The author(s) declared that no grants were involved in supporting this work.

Data availability

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Reviewer response for version 1

Odafe egere.

1 Entrepreneurship & Innovation, Department of Marketing, Innovation, Strategy & Operations (MISO), University of Leicester, Leicester, England, UK

The systematic review provided a well structured insight into understanding TEB considering OR. The background and rationale is well presented. The method and analysis is well detailed and would help future research. The review would help further research exploring TEB and the propositions discussed would inform additional layers of research, which is focus in deepening this knowledge area. An effective conclusion is discussed and provided the review contribution and future research opportunities.

Are the rationale for, and objectives of, the Systematic Review clearly stated?

Is the statistical analysis and its interpretation appropriate?

Not applicable

Are sufficient details of the methods and analysis provided to allow replication by others?

Are the conclusions drawn adequately supported by the results presented in the review?

Reviewer Expertise:

Transformational entrepreneurship and entrepreneurial development.

I confirm that I have read this submission and believe that I have an appropriate level of expertise to confirm that it is of an acceptable scientific standard.

Gideon Maas

1 International Centre for Transformational Entrepreneurship, Coventry University, Coventry, UK

This is a systematic literature review that attempts to explore transformational entrepreneurship behavior, socio-economic growth and sustainability, community development, and organizational resilience. The authors explained the systematic literature review process they followed in detail. They provided limitations of this research which include the limited number of research articles. As the research grows over time, more detailed and deeper discussions would be possible. 

The article can do with another round of light touch editing.

Entrepreneurship.

Andreas Walmsley

1 Marjon Business, Plymouth Marjon University, Plymouth, England, UK

The paper uses a systematic literature review to explore the relationship between organisational resilience and transformational entrepreneurship. The focus on transformational entrepreneurship in particular is welcome; it is an important concept with an increased amount of research being afforded its investigation (as also demonstrated in the paper, Figure 2). The study, based on 22 included articles that were reviewed, develops a theoretical framework whereby a number of factors of the ecosystem are presented that influence transformational entrepreneurship behaviour outcomes. The four categories of factors that together offer organisational resilience are: psychological capital, ambidexterity, competitive strategy and leader/member exchange. All of this takes place within a broader government regulatory framework. The study thereby also taps into a stream of literature that seeks to better understand the role of context in shaping entrepreneurship. Results should be of interest to those interested in transformational entrepreneurship specifically, but also the wider community of enterprise/entrepreneurship scholars.

Entrepreneurship

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Resilience and entrepreneurship: a systematic literature review

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Resilience and entrepreneurship: a systematic review

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Background: The concept of resilience runs through an array of disciplines, consisting of engineering, public health, ecology, psychology, sociology, disaster management, and business administration. Researchers have tries to explain the relationship amongst connected ideas such as resiliency, adaptability, transformability, and vulnerability but their varied definitions and differences between them remain fuzzy. There are two reasons why resilience theory is important in entrepreneurship. Firstly, researchers generally employ the term resilience to mean consciousness, determination, perseverance, or self-value to justify why some entrepreneurs and their firms achieve better results than their non-resilient counterparts. Secondly, there are cognitive and behavioral entrepreneurial traits that strengthen a firm’s capability to adapt to varying conditions. The aim of this study is to review the literature that intercepts resilience and entrepreneurship. The study will attempt to ident...

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and Ainnur Batrisyia Aminurrashid, and Nur Ain Mustafa, and Amirul Hakim Nor Azam, (2024) Jurnal Personalia Pelajar, 27 (1 SI). pp. 363-368. ISSN 0128-2735


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This study aims to investigate how entrepreneurs deal with business challenges. Specifically, the objectives of this study are twofold; first, to examine how entrepreneurs acquire resilience in facing business challenges, and second, to how the entrepreneurs rebuild their businesses. The study proposed to conduct a literature review analysis as data collection to investigate the inquiries. The study attempts to focus on psychological attributes, social support networks, and organizational capacities and the function of resilience in minimizing the impact of exogenous shocks on entrepreneurial initiatives. In addition, the study will analyze literature on reinvention, where a business's ability to pivot in response to changing market conditions, technological breakthroughs, or other external variables. It is expected that the findings could contribute to providing an in-depth understanding of how entrepreneurs deal with business challenges. The findings would be useful for entrepreneurs to develop skills and training in dealing with business challenges. Overall, the goal of this paper is to contribute to a better understanding of the dynamic and ever-changing character of entrepreneurship, as well as the role of resilience and reinvention in achieving entrepreneurial achievement.

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Keywords:Resilience; Reinvention; Entrepreneurship; Entrepreneurial Initiatives; Business Ability; Diversification; Profitability Of Entrepreneurs
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Relationship between mental health and students’ academic performance through a literature review

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  • Published: 17 September 2024
  • Volume 4 , article number  119 , ( 2024 )

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resilience and entrepreneurship a systematic literature review

  • Cynthia Lizeth Ramos-Monsivais 1 ,
  • Sonia Rodríguez-Cano 2 ,
  • Estefanía Lema-Moreira   ORCID: orcid.org/0000-0003-2286-4902 3 &
  • Vanesa Delgado-Benito 2  

Mindfulness has become increasingly popular to improve physical and mental health. Its implementation transcends boundaries of disciplines that study its impact. The aim of this study is to identify and analyze the benefits of mindfulness on mental health, academic performance, well-being, mindfulness and prosocial behavior of university students, as well as to identify the most effective way to achieve habituation to the practice. An analysis and systematic review of papers published in the Scopus database was conducted. It was found that publications on the implementation of mindfulness in higher education began in 2004. Their study has been developed in 22 countries, 15 are European, 3 Asians, 2 North American, one Latin American and one from Oceania. Spain is the only Spanish-speaking country. Academically, mindfulness stimulates creativity, exploratory thinking, critical thinking, attention regulation, increases concentration and improves the learning experience. In addition, immersive virtual reality experiences were found to positively influence habituation towards mindfulness practice among university students.

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1 Introduction

In recent decades, mindfulness has gained popularity as a technique for reducing stress, anxiety, and depression. As well as increasing the well-being and quality of life of people who practice it [ 1 ]. Its origin is found in the Buddhist tradition, as a way to achieve clarity of thought [ 2 ]. Although this technique has been practiced in the East for more than 25 centuries, in the West its popularity is recent [ 3 ]. However, its application is expanding more and more in different disciplines [ 4 ].

Social-emotional learning has been introduced in education. It refers to the training of attention, through meditation techniques, such as mindfulness, the most recent update of the programs that seek emotional intelligence [ 5 ]. This type of education is also known as contemplative education, which seeks to enhance the learning experience through reflection and personal perception [ 6 ].

Dr. Jon Kabat-Zinn defines mindfulness as “awareness that develops by paying concrete, sustained, deliberate, and non-judgmental attention to the present moment” [ 7 , p. 13]. It facilitates maintaining mental calm and training attention [ 8 ]; in addition to increasing mental clarity and awareness [ 9 ].

In terms of operability, three qualities that people develop while practicing mindfulness and three qualities related to how the practice is carried out are recognized. The first are observation, description, and participation. While in the mode of practice, acceptance is required, in the present moment and in an effective manner [ 10 ].

Mindfulness can be practiced formally and informally. In formal practice, a specific time is set aside daily for guided meditations. Informal practice brings awareness to daily activities. That is, paying attention to sensations and perceptions while walking, driving, eating, cleaning, among other activities [ 7 ].

Mindfulness has been shown to improve physical and mental health. In terms of physical health, it favors the increase of Brain Derived Neurotrophic Factor (BNDF) [ 11 ]. While in mental health it reduces symptoms of anxiety [ 12 ], stress [ 13 , 14 , 15 , 16 ] and depression [ 12 ]. It also facilitates coping with change and uncertainty [ 14 ] and increases well-being [ 17 ].

1.1 How might the efficacy of mindfulness be evaluated?

Blood tests can be used to measure the effectiveness of mindfulness. A reduction in the levels of cortisol, the stress hormone [ 13 ]; and of increased BNDF can be observed after two weeks of practice [ 11 ]. Increased blood BNDF levels are a potential mediator between meditation practice and brain health [ 13 ]. BNDF measured in the blood by plasma or saliva is called peripheral BNDF [ 18 ].

BNDF is a modulator that regulates neuron growth. It allows the creation of new dendrites which improves communication between neurons; in other words, it promotes greater neuronal plasticity in the central and peripheral nervous system [ 11 , 13 , 18 , 19 , 20 ]. Its main function is at the level of the hippocampus and cerebral cortex, structures linked to learning and memory functions [ 13 ].

BNDF is produced in the central nervous system and peripheral tissues. Over time, its production tends to decrease. Its absence is related to psychiatric and neurological disorders such as emotional burnout, anxiety, depression and Alzheimer’s disease [ 13 ] However, some activities stimulate its production. Exercising, practicing yoga, undergoing controlled stress, traveling, acquiring new experiences, learning and mindfulness stimulate its production [ 13 , 20 ].

1.2 What are the reasons for integrating mindfulness into higher education?

The increase in mental health illnesses in college students has become a recognized concern [ 16 , 21 ]; which requires innovative interventions to address this reality [ 22 , 23 ]. In this sense, mindfulness emerges as a proposed solution [ 12 ], to prevent and reduce professional burnout [ 24 ]. Thus, there is growing interest in its applications in higher education [ 25 , 26 ].

In addition to the physical and mental health benefits, mindfulness practice promotes better academic performance [ 8 , 27 , 28 ]. Such as increased attention, learning and thinking [ 29 ]; and reduced pre-test anxiety [ 29 , 30 ].

Mindfulness practice also stimulates exploratory thinking [ 4 ], creative thinking [ 4 , 31 ], and critical thinking [ 2 ]. It increases spatial and sensory awareness [ 4 ], academic self-efficacy [ 32 , 33 ], productivity and task quality [ 8 ]; in addition to increasing the feeling of personal accomplishment [ 34 ].

On the other hand, it facilitates information retention [ 35 ], improves concentration [ 22 , 26 , 36 , 37 ], attention self-regulation skills [ 32 , 37 , 38 ] and allows for a perceived improvement in the overall learning experience [ 31 , 37 , 39 , 40 , 41 ]. This is because it is essentially training the brain that facilitates focusing attention. A faculty that, for William James, father of American psychology, constituted the root of judgment, character and will [ 42 ].

1.3 Technological immersion in mindfulness

Studies show that technology is increasingly present in the field of mindfulness practice. Evidence of that is the introduction of video games such as the one developed at the University of Wisconsin called tenacity. This is to improve mindfulness through breathing exercises [ 5 ]. Mobile applications such as Headspace and Calm have also been developed to promote meditation techniques [ 43 , 44 ].

In addition to the above, immersive environments incorporating Virtual Reality (VR) have been developed to stimulate mindfulness practice. Home meditation studio, tripp and maloka are some of the applications that virtual reality allows mindfulness practice in totally immersive environments.

1.4 Virtual reality and mindfulness in education

VR makes it possible to experience alternative realities perceived atmospherically [ 45 ]. It is applied in disciplines and sciences such as medicine, engineering, mathematics, dentistry and education [ 46 ]. In education it is used to improve academic performance [ 29 ], and increase attention, creativity, flow state, and habituation to practice [ 47 ].

Pascual et al. [ 48 ] state that, despite there being few studies related to the evaluation of mindfulness interventions using VR, it is considered a more effective platform than standalone mobile meditation apps for encouraging daily practice. Along those lines, results from Miller et al. [ 49 ] study indicates that VR-guided meditation practice is associated with increased positive affect compared to non-VR meditation.

In the case study by Malighetti et al. [ 50 ] it was found that techniques for the development of emotional intelligence such as increased awareness, identification of emotional states, increased resilience and self-control implemented through VR allowed greater mental regulation in terms of eating habits in patients with binge eating disorders. In that order, students with greater emotional regulation have greater self-efficacy [ 51 ].

VR mindfulness promotes mental health [ 52 ]. Studies show that it can reduce insomnia and stress [ 53 ] and improve learning [ 46 ]. Coupled with the above, Kwon et al. [ 30 ] found that incorporating virtual environments through VR is feasible for managing anxiety stemming from academic exams.

Kaplan-Rakowski et al. [ 29 ] study showed that students who meditated with VR performed better academically than those who meditated using videos. While Yang et al.’s [ 47 ] research, immersive virtual reality experiences were found to affect traits associated with students' creativity such as flow state and attention. When students were assigned creative challenges or challenges, those who participated in immersive VR produced better quality products. They also maintained a more stable attention level than the control group.

VR can impact long-term learning. According to Mohring and Brendel [ 45 ] it use in the educational context needs to be reflected upon, because it triggers human perception with far-reaching consequences and people using it hardly question the alternative reality experience it offers. Nevertheless, it can contribute significantly to students’ training through the development of enhanced digital skills and increased mindfulness.

According to Mohring and Brendel [ 45 ] VR can trace the path towards mindfulness in different educational contexts: in teaching and in transforming the relationship between society and the environment. A view that coincides with Whewell et al. [ 54 ] who argue that these immersive experiences contribute to the development of enhanced digital skills, increased student engagement, cultural competence and global mindfulness in university students. VR can foster the conditions for students to become global change agents “within the spheres of entrepreneurship and education” [ 54 , p.1].

However, mindfulness benefits require continuous practice. According to the study by Pascual et al. [ 48 ], meditation sessions are associated with a decrease in anxiety. Therefore, identifying how to introduce and implement an effective program is of the utmost relevance for updating the current educational system.

In that sense, this research aims to identify programs that have been implemented to incorporate mindfulness into higher education. From its beginnings to the present, it analyzes the scientific literature to understand the evolution of its implementation. It identifies the countries where these programs are carried out, the universities that participate, the years they have been carried out and the types of documents published.

Mindfulness's documented benefits for mental health, academic performance, well-being, and students' awareness and prosocial behavior are discussed. Finally, technology, specifically virtual reality, is addressed as a medium that facilitates mindfulness practice stimulation and habituation.

Therefore, the following research questions were defined: 1. How many publications are published per year? 2. In what language are they published? 3. What kind of documents are published? 4. Which universities are involved in the research? 5. In which countries are mindfulness and higher education being studied? 6. What is the impact of mindfulness on higher education students' mental health? 7. What is the impact of mindfulness on higher education students' academic performance? 8. What is the impact of mindfulness on higher education students’ well-being? 9. What is the impact of mindfulness on higher education students’ conscientiousness and prosocial behaviour? 10. Is virtual reality the most effective medium for fostering mindfulness among higher education students?

An analysis of scientific publications in the scopus database, which could be accessed through an institutional account of the University of Burgos in Spain as part of a research stay, was carried out. The information search was conducted using English keywords. The keywords used to elaborate the search string were mindfulness, meditation, university students and higher education students. This search string yielded 70 publications as of July 19, 2024.

All Scopus database publication types were considered inclusion criteria: articles, book chapters, papers, reviews, books and short surveys. In English and Spanish. All articles whose information was not available, were not aimed at higher education students, or did not address any meditation technique were excluded.

An Excel document with the articles' information was extracted for analysis. One article was not available so 69 documents were considered. It was found that 11 publications did not actually mention meditation techniques and were excluded. Also, 5 publications not directed at higher education students were not considered. This resulted in 53 selected research papers. Figure  1 illustrates the situation.

figure 1

Flow diagram

To answer questions 6, 7 and 8, a subsequent analysis was carried out to identify the measurement variables used by the authors. Measurement variables were identified in the selected documents. The variables were divided into four categories. Mental health, academic achievement, well-being, and prosocial awareness and attitude.

The mental health category includes 9 variables: reduction of stress, anxiety, depression, emotional exhaustion, depersonalization burnout and negative mood. Also increased mental health, calmness and positive mood. Of the 53 items, 4 address some mental health elements and 23 also include elements from other categories.

Academic achievement is made up of 16 variables: academic performance, clinical performance, exploratory thinking, critical thinking, creative thinking, productivity, task quality, academic speed, persistence, observation skills, attention regulation skills, information retention, academic self-efficacy and concentration. Additionally, the learning experience and divergent and convergent creative writing will be improved. Of the 53 items, 5 address elements relating to academic achievement and 19 also include elements from other categories.

The well-being category consists of 13 variables: increased life satisfaction, well-being, sense of belonging, emotional self-regulation, quality of life, self-compassion, physical activity, resilience, non-judgmental acceptance, perceived social support, and sense of accomplishment. Also included are better dietary decision making and improved sleep quality. Of the 53 items, 1 addresses well-being items and 20 include items from other categories.

In the category awareness and prosocial behavior, 14 variables were integrated: increased mindfulness skills, spatial awareness, sensory awareness, self-awareness, dispositional mindfulness, empathy, benevolence, prosocial behavior, collectivism, a sense of transcendence, universalalism, mental clarity, responsibility and improved interpersonal relationships. Of the 53 items, one addresses element unique to prosocial awareness and behavior and 21 also include elements from other categories.

To answer question 8, an additional search integrating technology and virtual reality was included. Although the object of this study is directed primarily at higher education students, research that analyses mindfulness incorporation at other educational levels was considered in this question.

The results of the research are presented in this section. We start with the general findings and then answer the research questions.

3.1 General findings

Although all the investigations analysed are directed at higher education students, 27 do not specify the discipline or the educational program in which the students are enrolled. However, it was found that the educational programs where mindfulness effectiveness is most frequently studied is in medicine and nursing with six investigations, engineering with four, and then anaesthesiology, arts and design, sciences, modern dance, law midwifery, writing, pharmacy, literature, music, social work and design pedagogy with one respectively.

Regarding the duration of the programs, of the 53 studies analysed, 31 do not specify the duration of the practice in weeks, days or sessions. However, in six investigations the programs lasted 8 weeks and in five investigations, 6 weeks. The longest program consisted of 12 weeks and the shortest 1 day. About the analysis of keywords, Fig.  2 shows the identified word networks.

figure 2

Visualization of keyword networks based on a VOSviewer version 1.6.20 elaboration

In this analysis, it was found that of the 418 keywords used, 30 have at least a frequency of occurrence of 5. It is highlighted that the words with a higher frequency of occurrence and greater connectivity are mindfulness and meditation. Next, the research questions are answered.

How many papers are published each year about mindfulness and higher education students?

According to Table  1 , publications on mindfulness in higher education began in 2004. In 2014, these rates began to remain constant. In the United States, the first publication was produced by the doctor Daniel Holland, associated with universities in Pennsylvania, Arkansas, Illinois, and Washington. At the University of Pennsylvania, the first program for developing resilience in children was developed. Furthermore, in the late 1990s, doctors Martin Seligman and Mihaly Csikszentmihalyi, both affiliated with the same university, pioneered positive psychology [ 55 ].

As part of positive education, positive psychology was introduced to institutions. The concept of positive education succeeds the concept of emotional education. In addition to emotions, this approach incorporates other elements such as meditation in order to increase well-being [ 56 ].

What is the language in which mindfulness research is published? There are 53 documents in the collection, 50 of which are in English and three of which are in Spanish

Are there any published documents that discuss mindfulness and students in higher education? Publications were classified into five categories: articles, reviews, book chapters, presentations and books. As shown in Table  2 , each type of document has a different quantity.

There are several different types of documents published. Articles are the most frequently published. Review articles, presentations, book chapters, and books follow.

What are the publications of universities on mindfulness and higher education students?

A summary of the publications produced, the universities that participate in collaborations, and the most important findings are presented in this section according to the type of document, the language, and the year.

3.2 Spanish-language articles

There have been only three articles published in Spanish. These include one by the University of Almería in Spain in 2009, another by the University of Lisbon in Portugal in 2022 and another by the University of Granada in Spain in 2024. A study by Justo and Luque [ 57 ] demonstrated that mindfulness leads to a deepening of reflection and self-awareness, which in turn stimulates prosocial values like benevolence, collectivism, and the sense of universalism and transcendence. Sobral and Caetano [ 58 ] conducted a study in which individual and collective activities were incorporated into two courses, including mindfulness, using students' portfolios and teachers’ notes. On the other hand, in the study by García-Pérez et al. [ 23 ] mindfulness is considered as a starting point to guarantee mental health and improve the well-being of university students.

3.3 Articles in English

In 2014, two English-language publications were published. One by Nottingham Trent University in the United Kingdom and one by Duke University Medical Center in the United States. Greeson et al. [ 59 ] found that the Koru mindfulness training program improved sleep, improved mindfulness skills, increased self-compassion, and decreased stress among college students.

According to Van Gordon et al. [ 3 ], the Meditation, Awareness Training (MAT) program has been evaluated by college students. During the eighth weeks of training, the students demonstrated improved well-being and self-regulation skills in terms of thoughts, feelings, and behavior. A significant increase was also observed in dispositional mindfulness.

In 2015 only one paper was published by Newcastle University in Australia. In this study, after 7 weeks of practicing mindfulness, students showed an improvement in their well-being, sleep quality, increased concentration, mental clarity and a reduction in negative mood was observed [ 22 ].

In 2016, two articles were published, one by Chatham University in the United States, and another where two universities from two different countries participated, the National University of Ireland and Coleraine University in the United Kingdom. In the study by Noone et al. [ 2 ] it was found that dispositional mindfulness facilitates critical thinking. While in the research of Spadaro and Hunker [ 38 ] it was found that after 8 weeks of practicing mindfulness online, nursing students in the United States reduced anxiety and stress. They also increased mindfulness self-regulation skills.

There were three articles published in 2017. The first study was conducted by Ohio State University in the United States, the second by Ryerson University in Canada, and the third by the Department of Psychiatry at MoleMann Hospital for Mental Health in the Netherlands.

Using reflective writing and guided mindfulness meditations, Klatt [ 60 ] conducted research at Ohio University to increase awareness of students' life goals. According to Schwind et al. [ 37 ], mindfulness and loving-kindness meditation practice after eight weeks reduced anxiety, improved learning experience, increased sense of calm, concentration, and attention self-regulation skills among Canadian university students.

While in the research of Van D’Ijk et al. [ 61 ] it was found that after 8 weekly sessions of two hours daily using the mindfulness-based stress reduction (MBSR) program, students from the Netherlands reduced anxiety and negative emotional states. Improved mental health, life satisfaction and increased mindfulness skills were also observed. However, empathy was not increased.

In 2018, three articles were published. One by the University of Seville in Spain, one by the National University of Ireland and one where an international collaboration between 5 universities took place. The University of Southampton in the UK, the Helvetiapraxis Medical Centre in Switzerland, Kings College London in the UK, the Coburg University of Applied Sciences and Arts in Germany and the Poznan University of Medical Sciences in Poland.

Research conducted by Bernárdez et al. [ 9 ] revealed that software engineering students at the University of Seville in Spain improved their academic self-efficacy after 6 weeks of practicing mindfulness.

Lynch et al. [ 25 ] evaluated mindfulness-based coping with university life (MBCUL), an adaptation of the MBSR program. College students increased their mindfulness skills, decreased stress, anxiety, and depression after eight weeks. The study by Noone and Hogan [ 62 ] found that practicing mindfulness using the headspace mobile app for 6 weeks or 30 sessions increased dispositional mindfulness, but not critical thinking. Students at the National University of Ireland participated in this study.

There were three articles published in 2019. In the United Kingdom, Birmingham City University submitted the first study, in the United States, Lousville University submitted the second, and in Iceland, the University of Rhode Island submitted the third.

A study conducted by Dutt et al. [ 84 ] from the University of Birmingham has demonstrated that mindfulness reduces stress and helps to make better dietary decisions. The University of Rhode Island conducted a study in which Lemay et al. [ 63 ] found that after 6 weeks of practicing viyansa yoga, pharmacy students were able to increase their mindfulness skills and reduce their levels of stress and anxiety. Weingartner et al. [ 39 ] found that mindfulness and compassion training increased mindfulness skills, dispositional mindfulness, and empathy in medical students at Lousville University. As a result, interpersonal relationships, resilience, nonjudgmental acceptance, observational skills, and learning experiences were also improved.

In 2020, four papers were published. In the United States, there are four, one from the University of North Carolina, one from the University of Florida, one from Juiz de Fora in Brazil, and one from the Department of Psychological and Behavioral Sciences at the London School of Economics and Political Science.

At the University of North Carolina, a slow sensory experience linked to meditation techniques is introduced in the modern dance program to improve concentration [ 64 ]. According to the study by Bóo et al. [ 27 ], mindfulness increases academic performance, emotional self-regulation, and self-awareness in the UK. However, Damião et al. [ 65 ] found no significant increase in mindfulness skills of medical students at the Federal University of Juiz de Fora, Brazil, following a 6-week mindfulness training program. Stress, anxiety, or depression did not decrease. Quality of life and mental health also showed no change.

A study by Williams et al. [ 40 ] concluded that medical students at the University of Florida improved their mindfulness skills, perceived social support, empathy, and prosocial behavior after 11 weeks participating in the Promoting Resilience in Medicine (PRIMe) program, although they did not reduce stress. Behaviors characterized by empathy and prosociality. As a result, the general well-being and learning experience have also improved.

There were three articles published in 2021. First, the University of Manitoba in Canada, second, Bilkent University in Turkey, and third, Johns Hopkins University in the United States. Altay and Porter [ 4 ] found that mindfulness practice among design psychology students in Turkey increased non-judgmental acceptance, exploratory thinking, creative thinking, spatial awareness, sensory awareness, and empathy.

An evaluation of the effectiveness of the Headspace mobile application was conducted by Carullo et al. [ 33 ]. Over the course of four months, anesthesiology and medical students from the United States practiced mindfulness. Depression levels were reduced and personal accomplishments were increased. The level of emotional exhaustion nor the level of depersonalization burnout, however, did not improve. Based on research conducted by Litwiller et al. [ 21 ] among college students in Canada, mindfulness, meditation, Tai Chi, yoga, exercise, and animal therapy have been found to be effective in reducing stress, anxiety, depression, and negative mood.

The year 2022 saw the publication of nine papers. The first was completed by the Aix-Marseille University in France, the second by the Department of Anthropology at the University of Missouri in the United States, and the third by the University of Central Arkansas in the United States in collaboration with the University of Missouri. It was also submitted by the University of Illinois in the United States, Kirikkale University in Turkey, Arizona State University in the United States, the University of Seville in Spain, Brock University in Canada, and the University of Lisbon in Portugal.

Researchers in Turkey found that mindfulness practice increases life satisfaction among nursing students. According to Bernárdez et al. [ 8 ], mindfulness enhanced academic performance, productivity, task quality, and academic speed in Spanish students. Devillers-Réolon et al. [ 66 ] found that stress, anxiety, and depression were reduced in their research. The ability of French university students to regulate their attention did not improve, despite improvements in their well-being.

Researchers at Arizona State University found that mindfulness practice increased concentration, non-judgmental acceptance, and resilience among arts and design students. An opinion survey conducted by Klonoff-Cohen [ 67 ] revealed that college students in Illinois believe meditation and mindfulness exercises are effective coping mechanisms. The study by Sensiper [ 26 ] from the Anthropology Department concluded that after 10 weeks of structured in-class meditations, mindfulness exercises, contemporary text readings, and reflective writing, college students exhibited reduced anxiety, improved well-being, increased emotional self-regulation, concentration, and dispositional mindfulness.

As part of the research conducted by Sobral and Caetano [ 58 ], the University of Lisbon conducted a self-study on emotional education. Teachers evaluated the students’ portfolios in order to identify recurrent problems, and students evaluated mindfulness practices, collective and individual projects.

Strickland et al. [ 68 ] reported that mindfulness combined with a modified version of Dr. Robert Boice’s blocked writers program increased positive mood and resilience to stress and anxiety in students and teachers in higher education.

According to Woloshyn et al. [ 31 ], mindful writing stimulates creative thinking, increases empathy and prosocial behavior in higher education students and teachers in Canada. A positive emotional state can also be achieved through non-judgmental acceptance, increased self-awareness, self-compassion, and non-judgmental acceptance. In addition, it enhances well-being and the learning experience.

Six papers have been published in 2023. One by the University of Rome in Italy, one by Griffith University in Australia, another is the result of a collaboration between the University of South Carolina and Winthrop University both in the United States; and another due to collaboration between the Institute of Psychology of Lorand University in Hungary, the University of Vienna and the University of Artois in France.

One paper is the result of a collaboration between the University of the West of England in United Kingdom, and Dongguk University in South Korea. And another article was the result of a collaboration between University of Limoges, University of Montpellier and University of Paris Cité in France and University of Brussels in Belgium.

In the research by Fagioli et al. [ 32 ] University students in Italy practice mindfulness online for 28 days. An improved sense of belonging increased academic self-efficacy and self-regulation of attention skills were observed. In the study by García et al. [ 69 ], mindfulness was practiced for 1 week, 5 min daily. This exercise reduced anxiety, increased physical activity and improved sleep in United States students. Nagy et al. [ 70 ] found that mindfulness practice can increase persistence in those with a strong disposition toward a growth mindset or mindfulness.

In the research of Hagège et al. [ 71 ] it was found that the Meditation-Based Ethics of Responsibility (MBER) program had a positive impact on sense of responsibility and convergent and divergent creative writing tasks in undergraduate science students. In undergraduate music therapy students, it was found that eight weeks of practicing mindfulness can reduce stress and improve mindfulness and well-being [ 72 ]. While Pearson’s [ 73 ] looks for strategies on how mindfulness can be introduced into law education programs in Australia.

So far in 2024, three papers have been published. One by the Virginia Tech College of engineering. Another by the collaboration of Idaho State University and the University of Wisconsin Oshkosh, in the United States. Another by Kaohsiung Medical University and Meiho University, both from Taiwan.

In the research of Giesler et al. [ 74 ] the Caring Action Leadership Mindfulness model is proposed to increase mental health and sense of belonging in undergraduate social work students. In the study by Liu et al. [ 75 ] it was found that practicing mindfulness for 50 min a week for 8 weeks reduced stress and increased mindfulness skills in nursing students. On the other hand, Martini et al. [ 76 ] found that although most engineering students after practicing mindfulness experienced a reduction in perceived stress, a sense of calm, increased energy, and greater concentration, other students who expressed feeling more tired and distressed after meditation practice.

3.4 Book chapters

Book chapters are rare. One by Queen Margaret University in 2015 and one by the University of Surrey in 2020, both UK universities. In the Oberski et al. [ 35 ] study, it was documented that mindfulness in college students allows for increased information retention and a positive emotional state. In Kilner-Johnson and Udofia’s [ 77 ] research, techniques for incorporating mindfulness in the humanities in higher education are proposed.

On the other hand, only one book was published by the University of Groningen in the Netherlands in 2021. This work addresses the benefits of incorporating mindfulness into higher education courses. It documents the results of the Munich model named mindfulness and meditation in the university context. It also includes practical exercises with instructions for implementation in educational institutions.

3.6 Conferences

Three conferences have been published from the United States. One in 2006 by the University of Arkansas, another by the University of Denver Colorado in 2021, and another by Northeastern University in 2023. Holland [ 6 ] presents a course developed and implemented in some universities in the United States through his personal experience, while Wu [ 41 ] states that sonic meditation for higher education students improves the learning experience. In the study by Grahame et al. [ 78 ] it was found that daily mindfulness practice enables engineering undergraduates to reduce stress.

3.7 Reviews

Six reviews have been published. One was in 2004 by Southeastern Illinois University in the United States. In 2017 there were 2 publications. One by the University of Portland in the United States and one by LaTrobe University in Australia. In 2019 the Medical Department of the University of Amsterdam in the Netherlands also published a review. In 2021, a collaboration between three UK universities—Queens University, the University of Suffolk and the University of York was published. In 2024 another was published by Padjadjaran University in Indonesia.

Holland [ 79 ] outlines how mindfulness can be incorporated into higher education and the benefits this can bring for students with disabilities and promote health. McConville et al. [ 33 ] found that mindfulness reduces stress, anxiety, and depression. It also increases mindfulness skills, empathy, a positive emotional state, and academic self-efficacy. Stillwell et al. [ 80 ] found that both the MBSR program, yoga, breath work, meditation, and mindfulness in nursing students reduced stress.

Breedvelt et al. [ 81 ] evaluated the effectiveness of meditation, yoga, and mindfulness on symptoms of depression, anxiety, and stress in college students. They concluded that most publications regarding mindfulness have a high risk of bias, are of poor quality, and do not specify which technique provides the benefits. For it is unclear whether it is mindfulness, yoga or another meditation technique that is effective. McVeigh et al. [ 28 ] found that mindfulness practice in nursing students reduces stress, increases clinical academic performance and self-awareness. In the research of Yosep et al. [ 82 ] it was found that digital mindfulness through audios and videos is effective in improving the mental health of university students.

What are the countries where mindfulness and higher education students are most widely published?

Based on the description of the universities in question three, Fig.  3 illustrates the countries and locations where publications on mindfulness and higher education students have been published.

figure 3

Geographical location of countries where mindfulness research has been conducted. Font: Own elaboration in the Mapchart application [ 83 ]

As can be seen, the United States leads in mindfulness research and higher education students. It is followed by the United Kingdom, Canada, Australia and Spain. Spain is the only Spanish-speaking country on the list.

On the other hand, although the research is carried out in 22 countries, the collaboration networks include 14 countries. Figure  4 shows the collaboration networks detected.

figure 4

Cross-country collaboration networks based on a VOSviewer version 1.6.20 elaboration

Figure  4 shows a collaborative network of 14 countries composed of four nodes. One is formed by Austria, Belgium, Canada, France and Hungary in red. In green by the United Kingdom, Turkey, South Korea and Ireland. In blue, Germany, Switzerland and Poland and in yellow, Australia and the Netherlands.

What are the benefits of mindfulness practice for higher education students’ mental health?

Mindfulness practice reduces stress [ 21 , 25 , 28 , 33 , 38 , 59 , 63 , 66 , 80 , 84 ] anxiety [ 21 , 25 , 26 , 33 , 37 , 38 , 61 , 63 , 66 , 69 ] and depression [ 21 , 25 , 33 , 34 , 66 ].

Mindfulness reduces negative mood [ 21 , 22 , 61 ]. As well as increasing positive mood [ 31 , 33 , 35 , 68 ]. In research by Bernárdez et al. [ 9 ], mindfulness was found to reduce emotional exhaustion and depersonalization burnout. While Van D’Ijk et al. [ 61 ], that it improves mental health. Schwind et al. [ 37 ] found that it increases the feeling of calm.

3.8 Stress reduction

In the case of Devillers-Réolon et al. [ 66 ] and Spadaro & Hunker [ 38 ] the mindfulness practice was conducted online and lasted for 17 days and 8 weeks respectively. Greeson et al. [ 59 ] study was also practiced online using the Koru program. Although the duration of this is not specified.

In Lynch et al. [ 25 ] research, the MBSR program was used for 8 weeks. While Stiwell et al. [ 80 ] the same program was used, although the duration of time is not specified. Of the five studies in which mindfulness is practiced traditionally through guided meditations, only one, that of Lemay et al. [ 63 ] indicates that the program lasted 6 weeks in 60-min sessions. The other investigations do not indicate weeks or practice sessions.

According to Yogeswaran and Morr [ 16 ] online mindfulness practice can be effective in addressing stress. However, at least for medical students, the evidence was not sufficient to prove its efficacy in decreasing symptoms of depression and anxiety. In contrast, the study by Ahmad et al. [ 12 ] found that, among university students in Toronto, Canada, internet-based Cognitive Behavioral Mindfulness Therapy interventions could reduce symptoms of anxiety, depression and stress after 8 weeks.

What are the benefits of mindfulness practice on higher education students’ academic performance?

Mindfulness increases clinical performance [ 28 ] and academic performance [ 8 , 27 , 28 ]. Stimulates exploratory thinking [ 4 ], creative thinking [ 4 , 31 ] and critical thinking [ 2 ].

It increases productivity, task quality and academic speed [ 8 ]. As well, it also increases academic self-efficacy [ 9 , 32 , 33 ], improves the learning experience [ 31 , 37 , 39 , 40 , 41 ], and improves observation skills [ 39 ].

Coupled with the above, it improves information retention [ 35 ], increases concentration [ 22 , 26 , 36 , 37 ], and attention self-regulation skills [ 32 , 37 , 38 ]. Another finding in relation to academic performance is that mindfulness can increase persistence in people with a strong disposition toward mindfulness or a growth mindset [ 70 ].

3.9 What benefits does mindfulness practice have on higher education students?

Mindfulness practice increased perceived social support [ 31 , 40 ], improves well-being [ 3 , 22 , 26 , 31 , 40 , 66 ] and improve dietary decision-making [ 84 ]. It also increases sense of belonging [ 32 ], life satisfaction [ 61 , 85 ], physical activity [ 69 ]; and improves sleep quality [ 22 , 59 , 69 ]. Damião´s et al. [ 65 ] research showed no improvements in quality of life after the intervention.

Mindfulness allows increasing self-compassion [ 31 , 59 ], sense of personal achievement [ 34 ], self-regulation of thoughts, feelings and behaviors [ 3 , 26 , 27 ]. It stimulates the development of resilience for stress and anxiety management [ 36 , 39 , 68 ]; and it helps to manage the judgmental voice. That is, it facilitates non-judgmental acceptance [ 4 , 31 , 36 , 39 ].

What are the benefits of mindfulness practice on mindfulness and prosocial behavior in higher education students?

Mindfulness allows for increases in self-awareness [ 27 , 28 , 31 ], sensory and spatial awareness [ 4 ], mindfulness skills [ 25 , 33 , 39 , 40 , 59 , 61 , 63 ] and disposition toward mindfulness [ 3 , 26 , 39 , 68 ].

It also stimulates prosocial behavior [ 40 ], collectivism [ 31 , 57 ]. It increases empathy [ 4 , 31 , 33 , 39 , 40 ] and benevolence [ 57 ]. It improves interpersonal relationships [ 31 , 39 , 40 ], clarity of thought [ 22 ]; and increases the sense of universalism and transcendence [ 57 ].

Is virtual reality the most effective way to promote mindfulness among higher education students?

Virtual reality could facilitate mindfulness habituation. In the study by Navarrete et al. [ 86 ] conducted with university medical students in Valencia, Spain, it was found that those who participated in the virtual reality program meditated twice as long as those who only practiced through regular guided meditation. Along these lines, Pascual et al. [ 48 ] found that health professionals who practiced meditation completed more sessions than those who did not use VR.

Likewise, in the study by Modrego-Alarcón et al. [ 15 ] and Miller et al. [ 49 ] it was found that VR students acquired greater immersion and mindfulness practice. Therefore, immersive virtual reality environments favor habituation toward mindfulness practice.

4 Discussion

The benefits of mindfulness in higher education students at the psychoemotional level have been widely documented [ 12 , 13 , 14 , 15 , 16 , 17 , 87 ]. One of the most frequently highlighted benefits of mindfulness in higher education students is the positive effect on self-esteem, as evidenced by the findings of several studies [ 88 , 89 ]. Additionally, mindfulness has been shown to reduce stress levels [ 25 , 33 , 39 , 40 , 59 , 61 , 63 , 90 ]. These types of benefits have also been observed in other demographic groups. For example, a study conducted by Chandna et al. [ 91 ] with an adult population demonstrated that mindfulness practice was associated with significant improvements in self-esteem and self-efficacy.

As previously stated, mindfulness practice has been identified as a potential solution to the emotional difficulties experienced by higher education students in the current context [ 12 ]. The positive effects of mindfulness on students’ psychoemotional well-being have been demonstrated in numerous studies [ 66 , 67 , 85 ]. It can thus be inferred that these benefits will also affect other areas of students’ lives, reducing their difficulties both psychoemotionally and academically, for example.

In terms of academic performance, the findings of Bóo et al. [ 27 ], Bernárdez et al. [ 8 ] and McVeigh et al. [ 28 ] are worthy of note. This is not exclusive to students in higher education. A study by Artika et al. [ 92 ] with a sample of 469 secondary school students indicates that mindfulness is a significant predictor of student participation in the school context, with an associated increase in participation through improved self-esteem. In contrast, Cordeiro et al. [ 93 ] conducted an experimental study with a control group of third-grade students and found that mindfulness significantly enhanced cognitive flexibility and handwriting fluency.

Prosocial behaviour has been identified as another key area of interest by a number of studies [ 4 , 22 , 31 , 33 , 39 , 40 , 57 ]. A study by Akhavan et al. [ 90 ] demonstrates the efficacy of mindfulness practice in a sample of teachers, including enhanced relationships with students and reduced stress.

With regard to the manner in which these mindfulness programmes can be supported, the utilisation of VR has been found to confer considerable benefits [ 15 , 48 , 49 , 86 ]. This is primarily attributable to the degree of adherence to the programme. In their seminal work, Friedlander et al. [ 94 ] introduced the concept of the ‘therapeutic alliance’ to describe this phenomenon of patient adherence in a therapeutic context. They posited that it represents a crucial factor in the efficacy of any therapeutic intervention. In this case, although it is an educational context, the effects of such adherence are similar; therefore, it is worthwhile to explore the potential of the VR format as a key factor for the success of mindfulness.

5 Conclusions

In response to the research questions initially posed, it can be stated that they have been addressed, resulting in comprehensive data pertaining to the volume, language and year of publication of the various research projects. It is notable that there has been a significant increase in publications over the past four years, as well as the prevalence of the article format. As is to be expected, the majority of publications have been in English. It is also evident that universities in countries with an Anglo-Saxon tradition have published the most research on this topic, with the USA being the country with the highest volume of studies.

In answer to questions 6, 7, 8 and 9, it might be stated that mindfulness practice has been shown to promote mental health, academic performance, awareness, prosocial behaviour and well-being in student populations. Mindfulness practice might promote mental health, and well-being in the student population. The positive impact of this practice is not limited to how it is performed. That is, whether it is through traditional guided meditations, mobile applications, videos, online exercises or virtual reality.

However, according to the available literature, habituation is easier to acquire. Therefore, additional benefits can be obtained by increasing the number of sessions completed or minutes of practice. In answer to question 10, in studies where VR was effective for mindfulness practice, students practiced longer than those in the control group. Therefore, VR could be a more effective way to introduce contemplative science by introducing meditation techniques in higher education.

The objective has been fulfilled by analysing the benefits of mindfulness on mental health, academic performance, well-being, mindfulness and prosocial behaviour of university students, as well as identifying the most effective way to achieve habituation to the practice. It is also noteworthy that these benefits are highly relevant, and it would be beneficial to introduce mindfulness practice in the context of higher education.

6 Limitation and implication

One of the issues highlighted is the lack of comprehensive data that would allow for a more thorough comparison. For example, aspects such as the geographical location of the study subjects or the duration of the mindfulness programme applied mean that there are a large number of studies whose effectiveness is not entirely clear. At the same time, this is a topic that is becoming increasingly relevant, but there is still no consensus among researchers.

With regard to prospective implications, it is evident that the implementation of mindfulness in educational settings offers substantial advantages. Consequently, higher education institutions should facilitate the availability of structured mindfulness programmes for students. Undoubtedly, this would prove to be a valuable addition to their psycho-emotional and academic development.

Data availability

The author confirms that all data generated or analysed during this study are included in this published article.

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Ramos-Monsivais, C.L., Rodríguez-Cano, S., Lema-Moreira, E. et al. Relationship between mental health and students’ academic performance through a literature review. Discov Psychol 4 , 119 (2024). https://doi.org/10.1007/s44202-024-00240-4

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The role of social inclusion in restoring communal rangelands in southern africa: a systematic review of approaches, challenges, and outcomes.

resilience and entrepreneurship a systematic literature review

1. Introduction

2. materials and methods, 2.1. study design and framework, 2.2. literature search strategy, 2.3. inclusion and exclusion criteria, 2.4. selection of studies and data extraction, 2.5. data analysis, 3. results and discussion, 3.1. overview of included studies.

Study IDAuthorsYearCountryMethodologySocial Groups FocusedKey Findings
1Finca et al. [ ]2023South AfricaQualitative Case StudyWomen, Indigenous groupsImproved participation of marginalized groups led to enhanced rangeland management.
2Heita et al. [ ]2024NamibiaMixed MethodsYouth, PastoralistsYouth involvement in decision making improved long-term sustainability.
3Mbaiwa et al. [ ]2019BotswanaParticipatory ResearchWomen, FarmersGender inclusion strategies increased social equity and restoration success.
4Moyo et al. [ ]2013ZimbabweQualitative InterviewsIndigenous communitiesInclusion of traditional knowledge improved ecological outcomes and community resilience.
5Mashinini & De Villiers [ ]2004LesothoCase StudyWomen, ElderlySocial inclusion practices led to increased community cohesion and better restoration outcomes.
6Vetter [ ]2013South AfricaMixed MethodsYouth, WomenCapacity-building initiatives empowered marginalized groups and improved project sustainability.
7McGranahan [ ]2008ZambiaFocus Group DiscussionsIndigenous groups, YouthEngagement of local communities enhanced ownership and the success of restoration initiatives.
8Nyahunda & Tirivangasi [ ]2021ZimbabweParticipatory Action ResearchWomen, Small-scale farmersParticipation of women in leadership roles positively impacted restoration and social equity.
9Stringer et al. [ ]2007EswatiniSurvey and InterviewsPastoralists, WomenThe inclusion of pastoralist knowledge contributed to better rangeland management practices.
10Allsopp et al. [ ]2007NamibiaEthnographic StudyIndigenous groupsThe use of indigenous practices in restoration fostered stronger ecological resilience.
11Ngwenya et al. [ ]2017BotswanaMixed MethodsFarmers, WomenFarmer-led initiatives with a focus on women’s participation led to sustainable land use practices.
12Siangulube et al. [ ]2023ZambiaCase StudyYouth, Community leadersYouth engagement in restoration projects resulted in increased community involvement and awareness.
13Moyo & Ravhuhali [ ]2022South AfricaParticipatory ResearchWomen, Indigenous groupsStrategies to include marginalized communities improved social justice and ecological restoration.
14Peel & Stalmans [ ]2018ZimbabweQualitative Case StudyWomen, ElderlySocial inclusion promoted better resource allocation and management in restoration efforts.
15Basupi et al. [ ]2019BotswanaParticipatory WorkshopsIndigenous groups, YouthParticipatory workshops increased knowledge exchange and community-driven restoration.
16Gwimbi [ ]2013LesothoFocus Group DiscussionsPastoralists, WomenCollaborative approaches with a focus on pastoralist knowledge enhanced restoration success.
17Ndhlovu [ ]2022ZimbabweCase StudyYouth, Smallholder farmersInclusion of youth in decision-making processes led to innovative and sustainable restoration practices.
18Djenontin et al. [ ]2022MalawiMixed MethodsWomen, Indigenous groupsIntegration of indigenous practices with modern techniques resulted in improved rangeland restoration.
19Rasch et al. [ ]2017South AfricaQualitative InterviewsYouth, WomenEmpowerment of women and youth through targeted programs increased community resilience and cohesion.
20Nyirenda et al. [ ]2010ZambiaEthnographic StudyIndigenous communitiesEthnographic insights into community-led initiatives revealed critical factors for successful restoration.

3.2. Approaches to Restoration in Communal Rangelands

ApproachDescriptionStudies Implementing This ApproachOutcomes Reported
Participatory PlanningInvolvement of communities in planning processes[ , , , ]Increased community buy-in and ownership, leading to more sustainable restoration efforts.
Gender-Inclusive StrategiesFocus on increasing women’s participation[ , , , , ]Enhanced social equity, improved restoration outcomes, and increased leadership roles for women.
Indigenous EngagementInclusion of indigenous knowledge and practices[ , , , ]Utilization of traditional knowledge, improved ecological resilience, and better adaptation strategies.
Capacity BuildingTraining and empowering local institutionsPerkins et al. (2013) [ ], Stringer et al. (2007) [ ], Teketay et al. (2018) [ ], Simba et al. (2024) [ ], Senda et al. (2022) [ ]Strengthened governance structures, sustained restoration efforts, and enhanced community resilience.
Youth EngagementInvolvement of youth in decision-making and restoration activitiesNgwenya et al. (2017) [ ], Mairomi et al. (2004) [ ], Homewood (2023) [ ], Gwimbi (2013) [ ], Bekele et al. (2014) [ ], Atsbha et al. (2020) [ ]Improved long-term sustainability, increased community awareness, and innovative restoration practices.
Collaborative GovernanceEstablishing inclusive and representative governance structuresArntzen (1990) [ ], Basupi et al. (2019) [ ], Hailu (2016) [ ], Herrera and Davies (2014) [ ], Ndhlovu (2022) [ ]Better coordination, increased stakeholder collaboration, and enhanced project success.
Community-Led InitiativesEmpowering local communities to take the lead in restoration effortsNgwenya et al. (2017) [ ], Nyirenda et al. (2010) [ ], Rasch et al. (2017) [ ], Safari et al. (2019) [ ], Selolwane (2013) [ ]Greater ownership of projects, sustained ecological benefits, and increased community cohesion.
Knowledge ExchangeFacilitating the sharing of knowledge between different community groupsSenda et al. (2022) [ ], Twyman (1998) [ ], Vetter (2013) [ ], Mogome-Ntsatsi and Adeola (1995) [ ], Adams (2013) [ ], Basupi et al. (2022) [ ]Enhanced restoration strategies, integration of diverse perspectives, and improved social cohesion.
Conflict ResolutionAddressing and managing conflicts arising from competing land use interestsArntzen (1990) [ ], Bennet et al. (2007) [ ], Finca et al. (2023) [ ], Gxasheka et al. (2017) [ ], Mbaiwa et al. (2019) [ ], Milton et al. (2003) [ ]Reduction in conflicts, improved social relations, and more effective implementation of restoration practices.
Monitoring and EvaluationDeveloping systems to track the progress and impact of restoration effortsMoyo and Ravhuhali (2022) [ ], Perkins et al. (2013) [ ], Robinson et al. (2021) [ ], Senda et al. (2022) [ ], Reed et al. (2015) [ ]Improved project accountability, adaptive management practices, and better understanding of project outcomes.

3.3. Challenges in Social Inclusion and Governance

ChallengeDescriptionStudies Reporting This ChallengeImpact on Outcomes
Power DynamicsSocial hierarchies and power imbalances that hinder equitable participationBasupi et al. (2019) [ ], Djenontin et al. (2022) [ ], Dougill and Reed (2016) [ ], Gwimbi (2013) [ ], Milton et al. (2003) [ ], Nyirenda et al. (2010) [ ], Ngwenya et al. (2017) [ ]Marginalization of less powerful groups, resulting in their exclusion from decision-making processes and reduced effectiveness of restoration efforts.
Cultural NormsGender and cultural barriers limiting the participation of certain groupsRohde et al. (2006) [ ], Safari et al. (2019) [ ], Simba et al. (2024) [ ], Mashinini and De Villiers (2004) [ ]Reduced participation of women and marginalized groups, leading to imbalanced outcomes and perpetuation of existing inequalities.
Resource ConstraintsLimited financial, technical, and human resources hindering effective implementation of restoration projectsAbdulahi et al. (2016) [ ], Gxasheka et al. (2017) [ ], Heita et al. (2024) [ ], McGranahan and Kirkman (2020) [ ], Ndhlovu (2022) [ ], Nyahunda and Tirivangasi (2021) [ ]Inadequate support for inclusion, challenges in sustaining projects, and compromised restoration outcomes due to lack of resources.
Institutional BarriersWeak governance structures, lack of legal frameworks, and bureaucratic inefficienciesReed et al. (2007) [ ], Mbaiwa et al. (2019) [ ], Basupi et al. (2019) [ ], Arntzen (1990) [ ]Ineffective implementation of social inclusion strategies, leading to a gap between policy and practice, and diminished project success.
Social ConflictsConflicts arising from competing land use interests and different stakeholder goalsBennet and Barreti (2007) [ ], Dougill and Reed (2016) [ ], Finca et al. (2023) [ ], Moyo et al. (2013) [ ], Ngwenya et al. (2017) [ ]Disruption of restoration efforts, delays in project timelines, and erosion of trust among stakeholders.
Knowledge GapsLimited understanding or awareness of the importance of social inclusion in restorationHerrera and Davies (2014) [ ], Milton et al. (2003) [ ], Moyo and Ravhuhali (2022) [ ], Nyirenda et al. (2010) [ ], Reed et al. (2007) [ ]Ineffective restoration strategies, missed opportunities for community engagement, and suboptimal ecological outcomes.
Environmental
Variability
Challenges posed by unpredictable weather patterns and climate change effectsSafari et al. (2019) [ ], Mlaza et al. (2023) [ ], Kwaza et al. (2020) [ ], Mashinini and De Villiers (2020) [ ]Increased vulnerability of restoration projects, difficulty in maintaining ecological stability, and increased risk of project failure.
Lack of Long-Term CommitmentShort-term project funding and lack of sustained engagement from stakeholdersNgwenya et al. (2017) [ ], Senda et al. (2022) [ ], Stringer et al. (2007) [ ], Vetter (2007) [ ]Reduced impact and sustainability of restoration efforts, with projects often losing momentum once initial funding ends.
Technological BarriersLimited access to or knowledge of modern restoration techniques and toolsAbdulahi et al. (2016) [ ], Mureithi et al. (2016) [ ], Mureithi et al. (2010) [ ], Bestelmeyer et al. (2024) [ ]Hindered implementation of effective restoration practices, reliance on outdated methods, and reduced innovation.
Lack of Local
Leadership
Insufficient development of local leadership capacities to drive restoration initiativesMoyo and Ravhuhali (2022) [ ], Atsbha et al. (2020) [ ], Ngwenya et al. (2017) [ ], Perkins et al. (2013) [ ]Lowered project effectiveness, lack of local ownership, and decreased long-term sustainability of restoration projects.

3.4. Impact of Social Inclusion Projects on Ecological Resilience and Human Well-Being

3.5. key themes generated from the word cloud, 3.6. key themes generation from the co-occurrence networks, 3.7. contribution to the field and potential limitations, 3.8. identified gaps in the literature and suggestions for future research, 4. conclusions, author contributions, data availability statement, acknowledgments, conflicts of interest.

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Click here to enlarge figure

CriteriaIncludedExcludedJustification for Criteria Application
Language of
Publication
EnglishAll other languagesTo ensure readability and due to the researchers’ proficiency in the English language.
Country or
Location of Study
Southern Africa-related papersNon-southern African papersTo maintain the focus on the specific geographical region relevant to the review.
Article
Availability
Fully available papers using the University of Fort Hare library subscriptionFull papers not accessibleDue to access-related issues, ensuring that only fully accessible studies are included in the analysis.
Date of
Publication
Any article published before 30 June 2024-To include the most recent and relevant studies, providing a contemporary perspective on social inclusion in rangeland restoration.
Research FocusPapers that discuss “social inclusion” in the context of “communal rangeland restoration” in Southern AfricaResearch focusing solely on ecological or technical aspects without addressing social inclusionTo ensure the review remains within the focused scope, addressing both social and ecological aspects of rangeland restoration.
Type of ArticlePeer-reviewed research journal articles, conference papers, book chapters, review papersGray literature, including reports and theses, unless they provide substantial empirical dataTo increase the validity of study findings by relying on peer-reviewed and academically rigorous sources.
OutcomeDescriptionStudies Reporting This OutcomeExamples
Ecological ResilienceImproved vegetation cover, soil health, and biodiversity, leading to a more stable and sustainable ecosystemBasupi et al. (2019) [ ], Djnontin et al. (2022) [ ], Ngwenya et al. (2017) [ ], Nyirenda et al. (2010) [ ]Increased native plant species, reduced soil erosion, and restoration of degraded lands to a more resilient state.
Social EquityEnhanced access to resources and decision-making processes for marginalized groups, promoting fairness and inclusivityKwaza et al. (2020) [ ], Dube et al. (2022) [ ], Dreber et al. (2011) [ ], Finca et al. (2023) [ ], Gwimbi (2013) [ ]Greater representation of women in leadership roles, equitable resource distribution, and increased social justice.
Community EmpowermentIncreased capacity, agency, and self-determination of local communities in managing and sustaining restoration projectsHerrera and Davies (2014) [ ], Mairomi and Kimengsi (2021) [ ], Milton et al. (2022) [ ], Moyo et al. (2013) [ ], Ngwenya et al. (2017) [ ], Perkins et al. (2013) [ ]Communities taking ownership of restoration projects, leading local initiatives, and developing self-sustaining practices.
Strengthened GovernanceDevelopment of inclusive and representative governance structures that ensure the participation of all community members in decision makingReed et al. (2007) [ ], McGranahan and Kirkman (2013) [ ], Herrera and Davies (2014) [ ], Abdulahi et al. (2016) [ ]Formation of community councils, better coordination among stakeholders, and improved transparency in project management.
Knowledge ExchangeEffective integration and utilization of local and indigenous knowledge in restoration practices, leading to more culturally and ecologically appropriate outcomesSimba et al. (2024) [ ], Safari et al. (2019) [ ], Rohde et al. (2006) [ ], Stringer et al. (2007) [ ]Use of traditional grazing practices, adaptation of indigenous land management strategies, and knowledge-sharing workshops.
Increased BiodiversityRestoration of diverse plant and animal species, contributing to a balanced ecosystemTeketay et al. (2018) [ ], Siangulube et al. (2023) [ ], Vetter (2013) [ ], Reed et al. (2015) [ ], Perkins et al. (2013) [ ]Reintroduction of native species, preservation of endangered species, and improvement in habitat diversity.
Enhanced LivelihoodsImproved economic and social well-being of local communities through sustainable use of rangelandsHerrera and Davies (2014) [ ], Mairomi and Kimengsi (2021) [ ], Milton et al. (2022) [ ], Moyo et al. (2013) [ ]Increased income from sustainable land use practices, diversification of livelihoods, and reduced vulnerability to climate change.
Increased Social CohesionStrengthening of social ties and collaboration within and between communities, leading to more effective collective actionBasupi et al. (2019) [ ], Djnontin et al. (2022) [ ], Ngwenya et al. (2017) [ ], Moyo and Ravhuhali (2022) [ ], Atsbha et al. (2020) [ ], Hall et al. (2014) [ ]Community-driven initiatives, collaborative decision making, and reduced conflict over land use and resource allocation.
Long-Term SustainabilityEnsuring the continued success and maintenance of restoration efforts beyond the initial project phaseBennet and Barreti (2007) [ ], Dougill and Reed (2016) [ ], Finca et al. (2023) [ ], Moyo et al. (2013) [ ], Ngwenya et al. (2017) [ ]Establishment of sustainable practices, ongoing monitoring and evaluation, and creation of resilient systems for future challenges.
Improved Well-BeingHolistic enhancement of the physical, social, and economic well-being of community members through restoration activitiesHerrera and Davies (2014) [ ], Milton et al. (2003) [ ], Moyo and Ravhuhali (2022) [ ], Nyirenda et al. (2010) [ ], Reed et al. (2007) [ ]Improved health outcomes, increased access to clean water and food, and overall better quality of life for community members.
Ecological ResilienceImproved vegetation cover, soil health, and biodiversity, leading to a more stable and sustainable ecosystemTeketay et al. (2018) [ ], Siangulube et al. (2023) [ ], Vetter (2013) [ ], Reed et al. (2015) [ ], Perkins et al. (2013) [ ]Increased native plant species, reduced soil erosion, and restoration of degraded lands to a more resilient state.
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Slayi, M.; Zhou, L.; Thamaga, K.H.; Nyambo, P. The Role of Social Inclusion in Restoring Communal Rangelands in Southern Africa: A Systematic Review of Approaches, Challenges, and Outcomes. Land 2024 , 13 , 1521. https://doi.org/10.3390/land13091521

Slayi M, Zhou L, Thamaga KH, Nyambo P. The Role of Social Inclusion in Restoring Communal Rangelands in Southern Africa: A Systematic Review of Approaches, Challenges, and Outcomes. Land . 2024; 13(9):1521. https://doi.org/10.3390/land13091521

Slayi, Mhlangabezi, Leocadia Zhou, Kgabo Humphrey Thamaga, and Patrick Nyambo. 2024. "The Role of Social Inclusion in Restoring Communal Rangelands in Southern Africa: A Systematic Review of Approaches, Challenges, and Outcomes" Land 13, no. 9: 1521. https://doi.org/10.3390/land13091521

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Resilience and entrepreneurship: a systematic review

Andrew Kweku Conduah Roles: Conceptualization, Data Curation, Formal Analysis, Funding Acquisition, Methodology, Writing – Original Draft Preparation, Writing – Review & Editing Mary Naana Essiaw (PhD) Roles: Conceptualization, Resources

  • Resilience as a function of entrepreneurial individuals or firms,
  • Resilience generating entrepreneurial intentions,
  • Entrepreneurial behavior boosting organizational resilience and,
  • Resilience in the framework of entrepreneurial failure,
  • Entrepreneurship and culture,
  • Resilience as a process of recovery and transformation.

Entrepreneurship, Resilience, Entrepreneurial Resilience, Entrepreneurial Self-Efficacy, Resiliency.

Introduction

An entrepreneur is a person that has a unique talent for recognizing opportunities and has the intelligence to mobilize funds, normally from others with the aim of exploiting identified opportunities ( Sánchez, 2011 ). Entrepreneurship is gaining traction because entrepreneurs have the power to create employment and contribute immensely to the economic development of nations through the establishment of new firms ( Tang & Koveos, 2004 ). Entrepreneurs, through their economic expansion activities, identify and exploit new products, processes or markets that tend to be confronted by multiple obstacles and uncertainties with respect to outcomes. Also, in entrepreneurial environments, decision making is often shrouded with errors or misjudgments mainly arising out of the Pareto principle or imperfect market information ( Carson, 2000 ). This usually result in the “muddle through” or incremental approach in planning requiring entrepreneurs to adjust their goals and strategies in order to stay afloat as they explore new ventures.

Markman et al. (2004) stressed the importance of resilience as a valuable advantage to aid entrepreneurs in overcoming repeated obstacles that are usually faced with varied uncertain outcomes. Therefore, entrepreneurs are seen as resilient when in the process of exploring or exploiting opportunities and the unexpected happens, they are either able to overcome the challenge or modify it accordingly and take advantage of the new situation. Resilience as a construct is widely recognized to be colored with complexities that create significant challenges for researchers when they attempt to develop operational definitions of the term ‘resilience’ ( Luthar et al. , 2003 ). On this, there exist so many scales for quantifying resilience, but they have not received any form of universal validation ( Windle et al. , 2011 ). As such, scholars who conduct studies on resilience have very little evidence to justify their choices of certain resilience measuring scales and sometimes may adopt scales that are relatively inappropriate for the study of a specific population.

In their writing at the turn of this millennium, Bruyat and Julien (2001 cited in Kinoti et al. , 2017 ) noted the relevant role of entrepreneurship as well as its challenges. The Small Business Administration’s Report titled, Distorting the Interest of Small Business ( Shapiro & Goodwin, 2012 ) noted that about 66% of businesses last beyond two years and about 50% of businesses last for at least five years. In consonance with this, Brownlee (2014) , as cited Javadian et al. (2018) , revealed that closer to 80% of startups flop due to a series of factors, such as entrepreneurs who do not have mastery over industry pricing conventions and have very little training when it comes to record-keeping. Brownlee also identified a lack of expertise in business management such as poor lending habits, which accounts for close to 76% of the reasons for the failure of small-scale businesses. Correspondingly, the term entrepreneurial resilience can be defined in line with the suggestion of Welsh (2014) as a rendition for any experience of recuperation or “bouncing back” after misfortune at any geographical or specific time scale it could be a person, group, an enterprise, a community, commerce, or ecosphere. Researchers in the entrepreneurship discourse domain can choose to redefine the various scales of measurement as far as research on resilience is concerned thereby establishing a framework of definite cognition for the experiences of resilience, as in the context of this study.

A brief history of resilience

Resilience is a very well-known phenomenon in the field of psychology and for a long time the concept has been viewed negatively by psychologists ( Shae-Leigh & Nagash, 2019 ). Not long after World War II, the National Institutes of Health started to sponsor explorations related to psychiatric disorders. Psychotherapists became devoted historians of brainsickness investigating all aspects while constructing complex domains and sub-domains of disorders ( Reivich & Shatte, 2002 ).

Thus, historically, researchers have concentrated on the problem by focusing on the medical model that spread to other scope on this subject. Scholars construct resilience as coping factors that enable one to overcome an assemblage of risk components like family affliction problem, ill health, infection, and long-term destitution. The focus here was a deficit model structured to get an understanding of processes through which individuals bridge the gaps between their shortfalls or risk factors and the steps that need to be taken to switch to survival mode. In 1988, the president of the American Psychological Association, Martin Seligman, admonished a shift in thinking from the deficit model to the strength model otherwise known as positive psychology ( Reivich & Shatte, 2002 ). This was a paradigm shift that aimed at (1) widening knowledge on human strengths through the evolution of codification frameworks as well as techniques to quantify these strengths and (2) to invest this awareness into appropriate schemes and support-systems to boost the capacities of individual participants rather than restore their shortcomings ( Reivich & Shatte, 2002 ). According to Pearsall (2003) positive psychology emphasizes three dimensions: positive experiences, like cheerfulness, satisfaction, delight, and contentment; positive individual traits, such as in the form of personality traits, skills, and capabilities; and positive institutions , including households, educational establishments, commercial enterprises, social factions, and humanity as a whole.

In consonance with the above and in the field of psychology, global attention on resilience as an individual trait gained traction when Werner and Smith published their (1992) paper entitled Overcoming the Odds: High Risk Children from Birth to Adulthood. Here, the researchers closely monitored the growth of some 505 children who were indigenous to Kauai Island, Hawaii. This study was conducted for over three decades. The study discovered that closer to 75% of male and female children in this group were said to be high risk children due to their early exposure to poverty and experience of average to extreme levels of postnatal distress. Secondly, that the family environment these children lived in was dominated by various levels of conflicts, marital dissolutions, and parental alcoholism or psychiatric disorders ( Werner & Smith, 1992 ). The above findings tilt towards the deficits model of psychology. Interestingly, the study revealed that about one-third of this category of high-risk children, developed to be efficient young men and women adored by their fellows, who worked well, socialized properly, and had great prospects. Also, none of the children in this category had learning or behavioral problems during childhood or adolescence. They were successful both in their schooling and personal lives, taking advantage of all opportunities presented to them after high school. Werner and Smith (1992) concluded that their work is a microcosm of hope for those plagued with adversity. Given a society, people with recurrent misfortunes have the ability to move beyond the sustenance condition, progress through sustenance modes, sail through the recuperation mode, and acquire the needed vigor to progress into the realm of resilience.

Following Werner and Smith's work, many researchers who work in the realms of positive psychology followed and continue to support, with practical discoveries, the conception that resilience is far from being a fixed-trait phenomenon. Indeed, it is expansive, can be acquired, and be imparted as well. Therefore, entrepreneurs can adopt this expansive evolutionary model in their careers and individual lives.

Rationale of the present study

We propose to conduct a review of the extant literature that intercept resilience and entrepreneurship. Current literature shows that resilience is personified as individual traits of entrepreneurs owing firms or businesses. However, we take a more holistic approach to bring out all the various positive and negative dimensions of entrepreneurship and resilience.

I. Investigate how entrepreneurial behaviors support business resilience.

II. Refine the concept of entrepreneurial resilience as presented in extant literature.

III. Establish/identify the cultural factors that promote resilience of entrepreneurs in developed regions and developing regions.

Systematic literature review (SLR)

This review used the SLR method to study works that explored the interface between resilience and entrepreneurship from January 2010 to November 2019. A literature review of this nature (SLR) is characterized by “explicit, rigorous, and transparent methodology” ( Greenhalgh et al ., 2004 : 582). The SLR approach is regularly employed to study the authority of knowledge connected to a subject matter ( Ford et al. , 2011 ). The motive for this style is that, the SLR approach is said to be meticulous/thorough, structured/organized and robust/vigorous ( Williams & Krasniqi, 2018 ). In this way, it becomes suitable to determine emerging trends in the literature. Additional potency of SLR is its knack to discover niche and offer facts from thorough reviews with empiricism found in a certain literature databases, using clearly spelt out research objectives, aims, and techniques ( Williams & Krasniqi, 2018 ).

To achieve such goals, firstly, an outline is provided of how the collection of existing literature (mostly published works) which constitute the bedrock of the study, was carried out. Secondly, an illustration of how the six distinct exploration streams were derived is also provided to expatiate on how scholars systematically engage the extant literature and make reports on the features that best explain each engagement.

In this review, the procedure adopted follows the Preferred Reporting Items for Systematic Reviews and Meta- Analyses ( Moher et al ., 2015 ).

Literature search strategy

To ensure a wide coverage of the literature on resilience and entrepreneurship, both qualitative and quantitative studies were examined. Underlining the motivation for the choice of these two methods was that it boasts of having the ability to discover features that either one of the approaches may have missed ( Bryman, 2017 ). Qualitative research is often keen on exhaustive understanding of the subjective experience of participants and behavior of particular groups in given contexts. Yet, this manner of research has potential drawbacks because sometimes, both objectivity and reliability are lost in an attempt to find causality of the findings in relation to other contexts. In contrast, quantitative research is usually able to draw more generalized conclusions about behavior in populations and provide answers to specific research questions. The criticism is that it overlooks the uniqueness of people’s standpoint, or human experience and behavior, giving basic answers drawn on variables that can only be quantifiable.

Both qualitative and quantitative research papers were searched in the following databases: Emerald Insight, Ebscohost and Google Scholar between January 2010 to December 2019. These were selected for their broad appeal and up-to-date cross-disciplinary scholarly works ( Spires et al. , 2014 ). In gathering the data for the review, the focus was on works published between 1st of January 2010 to December, 2019. This period was selected because it aptly portrays the concept of resilience intercepting with entrepreneurship in its burgeoning state. Emerald Insight happens to be one of the recognized publishers of academic journals and books in the fields of management, business and education, library studies, health care and engineering. Ebscohost is also a well-known reservoir research database for academic research, electronic-journals, magazines subscription, electronic-books and discovery service for academic libraries, public libraries among others. Google Scholar has an array of literature from various disciplines and is freely available. Thus, by using these three databases, the review adequately captured what existing research, especially in the field of business, say on resilience and entrepreneurship.

Search terms

Within each database, a combination of the following key words or bookmarked exploration terminology was applied “entrepre* AND resilien*” (the exact outcome of the search depended on what type of search engine used) to recognize publications that have the terms resilience, entrepreneurship, as well as related expressions or words like entrepreneurial, entrepreneur, resiliency or resilient in the titles of the publications, keywords, or abstracts. The scope was limited to works published in English between January 2010 and December 2019.

Study selection

Criteria for inclusion and exclusion

The review included studies that were found to pertain to the intersection between resilience and entrepreneurship. The concentration was on original papers and articles that had been peer reviewed. Articles selected were only in English and passed ethical reviews in their respective institutions to ensure conformity with what has been outlined in the Helsinki Declaration ( Rickham, 1964 ). Limitation was not placed on search for publication to any specific academic field. Synopsis of the papers collected were studied (or sometimes the complete work was studied, especially in situations where the classification was tentative) in order to authenticate the relevance of the paper to the prospective review. This manual searching was used to make a decision as to whether or not to use such a work as part of the final data. The basic variable for determining the incorporation or elimination of a particular paper in the data set was the extent to which the work discusses the interface between entrepreneurship and resilience. Detailed criteria for exclusion were: studies with multiple publications and those that actually failed to explore resilience and entrepreneurship in the course of their investigation and articles that were in languages other than English. All publications that were selected as part of the assorted data for this study either openly establish that resilience has influence on entrepreneurship or contrarily assert that entrepreneurship influences resilience. On the other hand, works that were discarded mostly did not make any correlation between the two phenomena or did not attempt to do any comprehensive discussion of the works at all. Madichie and Hinson (2013) who stated a participant’s “resilience as a mother” in their abstract, but, do not discuss resilience (or related terms) in the rest of their study is one of such discarded papers. Similarly, resilience generally just stipulated the sustenance or recuperation from commercial crisis, without giving explanations on the role of entrepreneurship in the entire process. In all, 1,400 research works were excluded and all of them either did not establish a link between the two concepts or the discussion was quite weak. We search using the method reported in the PRISMA flow diagram ( Figure 1 ) ( Conduah, 2022 ) to reduce the element of bias and to comply with all outlined steps. The reviewers went to search engines such as SAGE , emeraldinsight.com , Taylor and Francis , Research gate , Elsevier , and JSTOR and selected the applicable articles for analyses.

Figure 1. PRISMA chart showing the screening and selection process of publications.

Data were systematically extracted using a designed data extraction form based on the objectives of the study. For each publication, data extraction was conducted manually.

The details of retrieved articles subjected to abstract and full reading and the number included in the study are shown in Figure 1 .

Strictly going by the inclusion and exclusion procedure outlined above, the selected data was reviewed for the final analysis. The analytical process was in line with the Cochrane guidelines ( Higgins & Elliott, 2011 ). Accordingly, 32 scholarly works on resilience and entrepreneurship were selected and used as primary data for the final analysis.

Data collection and items

Data analysis and synthesis of studies

Meta-analysis was not performed in this review, due to the differing study designs employed by the articles chosen, example, quantitative, qualitative and mixed methods. In addition, the studies included in the review differed widely in design, variables measured, data requirements and study objectives. For this reason, it was difficult to summarize and compare results from the studies. There were wide methodological differences across the studies selected for the review, so it was not possible to conduct a unified synthesis of their findings. Thus, the analysis was done using thematic and content analysis. Given the stark differences in the characteristics of the studies, the results of each study were described independently and comparisons, across similar conversations, were to generate common themes or research tributaries.

Each study was examined based on characteristics of the work and taken through the various codification processes particularly by putting the final data into categories. The categorization process was dependent on the frequencies of citation of distinctions for what Carpenter et al. (2001) refer to as “resilience of what to what?” According to them, the “of what” feature makes reference to the major stage of review, and also a concept the study sought to examine or discuss ( Babbie, 2014 ; Mirriam, 2009 ). Closer to the extensive literature on resilience, Rose’s (2004) study concentrated on entrepreneurial resilience on the individual level, organizational level, or on macro systemic group, regional, as well as economic levels. The current study tried to categorize the components based on the external circumstances in an attempt to satisfy the “resilient to what” question. As far as existing literature on resilience is concerned, extrinsic circumstances can be instantaneous or interim (for instance: earthquakes, flash flooding etc.) or entail perennial misadventure and step-by-step revolution (for instance: economic recessions, liquidity crisis, tight competition or global warming). It must be stated however that the “to what” dimension has not been given any detailed examination in the data collected. For instance, researchers tend to only state that resilience constitutes an element in overcoming entrepreneurial setbacks and achieving financial prosperity.

As a way of solidifying the themes in the publications, an extra dimension to the analysis was added to concentrate on the duration before the disruptive incidents and associated traits took place and capabilities such as the critical capitals to brave the shocks or to adapt to new situations were revealed. With this done, it set the stage to rationalize the two concepts of resilience in the extant scholarship firstly as a capability to endure adversity or to persevere during difficulty and secondly, as the adaptable ability to craftily and agilely deal with and to change steadily over time ( Bullough & Renko, 2013 ; Linnenluecke, 2017 ; Corner et al., 2017 ; Fisher et al ., 2016 ; Dahles & Susilowati, 2015 ).

Also, some publications discussed the manner in which persons, organizations, or group-level establishments such as cities and regions respond to disruptive events, both of internal or external nature. These papers conceptualized resilience from the process standpoint and considered varied ways actors relied on an inherent trait or ability as well as capacity to switch into action ( Williams et al ., 2013 , Linnenluecke, 2017 ; Dahles & Susilowati, 2015 ; Wall & Bellamy, 2019 ).

The papers in Table 1 showed the multifaceted construct of entrepreneurialism and the coding of the literature relied on underlying meaning placed on entrepreneurship. A number of researchers adopted broader definitions that entailed all proprietors-managers ( Audretsch, 2012 ; Larson et al ., 2016 ; Ayala & Manzano, 2014 ; Sahin et al ., 2018 ), new venture founders ( Jin, 2017 ), SMEs ( Branicki et al ., 2017 ), and family firms ( Rodrigue et al. , 2017 ). Besides, few of the papers focused on concepts such as entrepreneurial worldview or behaviors that center on beliefs that make references to the concept of innovation, creativity as well as exploitative and explorative tendencies and contingencies ( Alexandre et al ., 2019 ; Korber & McNaughton, 2017 ; Yufeng et al ., 2017 ).

Table 1. Articles selected with objectives and main findings.

Author(s)/Year Title Objective(s) Main finding(s)
(2018) Big five personality traits, entrepreneurial self – efficacy and entrepreneurial intention The goal of this research is to compare and contrast personal attributes that lead to success. The findings show that a high degree of entrepreneurial purpose can be achieved through a variety of combinations of the big five personality traits and ESE.
University training for entrepreneurial competencies: Its impact on intention of venture creation. This study looks at the impact of entrepreneurship education programs on university students' entrepreneurial competencies and intents in order to confirm (or disprove) the idea that entrepreneurship education increases the desire to start a business. . The 'programme' group improved their skills and intents toward self-employment, but the control group did not. The findings contribute to theories of planned behavior and the literature of entrepreneurship education by highlighting the effect of specific rewards for students acquired from the entrepreneurial 'programme.'
Business resilience in times of growth and crisis. This article looks into the various ways that local tourism firms adapt to crises, as well as the tools they use to build resilience in an unpredictably volatile business environment. During the decade of turmoil that hit the Indonesian tourism industry, local tourism enterprises showed extraordinary endurance, according to the study. This resiliency must be viewed in terms of the enterprises' integration into a broader set of livelihood options.
(2018) The influence of emotional carrying capacity and network ethnic diversity on entrepreneurial self-efficacy. Entrepreneurial self-efficacy (ESE), defined as an individual's belief in his or her capacity to do entrepreneurial tasks, is a crucial factor of success. Rather than looking at how individual and business characteristics influence ESE, the goal of this paper is to look at how entrepreneurs' social networks influence ESE. The paper looks at how black and white entrepreneurs interact. For white entrepreneurs, the authors discovered significant, positive associations between ECC and network ethnic diversity on ESE, but only for black entrepreneurs did they discover a significant positive relationship between ECC and ESE.
Entrepreneurial Intentions: A Cultural Perspective To see if indigenous ethnic culture can help to moderate the attitude-intention, subjective norm-intention, and perceived behavioural control-intention correlations. Attitude and perceived behavioural control have a beneficial impact on the likelihood of becoming a nascent entrepreneur, according to the theory of planned behavior. Students from the Luhya and Luo tribes were found to be less likely than students from the Kikuyu tribe to have goals of becoming nascent entrepreneurs. Finally, our findings show that ethnicity has considerable moderating effects.
(2017) Influence of early exposure to family business experience on developing entrepreneurs. The effects of family business and exposure to family business concepts on students and graduates as they move from higher education (HE) to entrepreneurship as a vocation are examined in this study. It looks into the influences, values, and experiences that have an active impact on company start-up after being exposed to a family business or business idea. This study examines the effects on practicing entrepreneurs who have been exposed to family businesses and are aware of company ideas generated by direct or extended family members prior to starting a firm. The findings contribute to the development of entrepreneurial education pedagogy by informing conversations regarding family role models. Individual business connection and family business values have been discovered to be deeply developed notions that inspire and steer entrepreneurial direction. This essay adds to the advancement of entrepreneurship education and enterprise development.
(2013) Economic resilience and entrepreneurship: A case study of the Thessaloniki City Region. The purpose of this research is to look at the link between economic resiliency and entrepreneurship in urban areas. With the external shock of the Eurozone crisis and austerity forcing areas like the Thessaloniki City Region to reconsider its economic structure, the research concludes that entrepreneurship is critical to fostering the diversification and capacity building of city region economies. Before offering a set of recommendations about the study's larger policy implications, the essay concludes that entrepreneurship is crucial to the restructuring and adaptation of city region economies.
The effect of psychological capital on start-up intention among young start-up entrepreneurs. This research explores changes in the connection when measurements based on Hofstede's (1980) cultural dimensions model are used to examine the effects of positive psychological capital of young start-up entrepreneurs on start-up intention and entrepreneurial performance. The goal of this study was to see if the sub-factors that make up positive psychological capital differed between groups, hence strengthening the effects on start-up intention and performance. The CFA's findings demonstrate that sub-factors of positive psychological capital, such as hope, resilience, and self-efficacy, have beneficial effects on start-up intention. However, another sub-factor, optimism, had no effect on the intention to start a business. Furthermore, the positive psychological capital of young start-up entrepreneurs was found to be strongly linked to their ambition to establish a business.
Entrepreneurial resilience during challenging times. To investigate what drives entrepreneurial decisions during tough times. Entrepreneurs and aspiring entrepreneurs should (1) participate in business development training to strengthen their belief in their entrepreneurial ability (i.e., entrepreneurial self-efficacy); (2) attend networking events, special lectures, and mentoring opportunities to learn from others who have persevered in the face of adversity; and (3) be active in their entrepreneurial pursuits, practice business acumen, and develop resilience.
(2017) Factors related to the intention of starting a new business in El Salvador The purpose of this paper is to fill this gap and provide solutions and suggestions for business administration students and people interested in becoming future entrepreneurs. The results show that: lifestyle and entrepreneurial aptitudes are strong related to perceived opportunities, perceived capabilities, the intention of starting a new business and negatively related to the fear of failure. Perceived opportunities and perceived capabilities are related to the intentions of starting a new business in El Salvador.
(2017) Entrepreneurial resilience and venture failure The emotional and psychological functioning of entrepreneurs following a venture loss is examined in this article. As a result, it looks into how resilient entrepreneurs are in the face of a traumatic occurrence, which psychologists characterize as "stability in functioning across time." The majority of entrepreneurs are resilient, which means they maintain a consistent level of performance. This stability is distinct from the functional abnormalities that psychologists refer to as "healing" from a traumatic incident. As a result, our findings call into question the notion that venture failure necessitates recovery. The implications for re-entering the entrepreneurial world, as well as learning from and coping with failure, are discussed.
(2017) An entrepreneurial process model from an institutional perspective. - Context is extremely important in the entrepreneurial process. Previous entrepreneurship research in industrialized countries has placed an excessive emphasis on its economic impact while ignoring its social influence, resulting in the delayed growth of entrepreneurship theories. Transitioning China offers entrepreneurs a typical setting in which possibilities and restrictions coexist, which is a new research subject in the field of entrepreneurship research. The interaction among entrepreneurs, opportunities, and institutional context, according to the report, is at the heart of the process. An inner and an outside mechanism are included in the entrepreneurial process. The inner mechanism is based on relationships between institutional constraints, entrepreneurs, and opportunities: aspiring entrepreneurs are forced to start a business by institutional constraints, go through a psychological process of entrepreneurial angst, reflective learning, and effectuation, and then create business opportunities. The outer mechanism is based on the relationships between new ventures, institutional evolution, and opportunity development: new ventures help institutional evolution through institutional entrepreneurship techniques, which in turn helps ventures produce opportunities in a sustainable manner.
(2017) How entrepreneurial resilience generates resilient SMEs The purpose of this research is to examine how entrepreneurial behaviors contribute to SME resilience, to refine the concept of entrepreneurial resilience, and to determine how SME resilience might be cultivated. Results from the study showed that because of their experience working in harsh conditions, firsthand experience of suffering, and the informal organizational contexts they inhabit, entrepreneurs are often very resilient and possess characteristics that enable SMEs to be robust. Entrepreneurial resilience is distinct from best practices as they are recognized in larger firms in that it offers a basis for SME resilience.
Resilience, Risk and Entrepreneurship. The paper examines farmers who are divided into groups based on their risk aversion. Based on their performance over a six-year period, it concludes that risk-takers are better aptly defined as gamblers. The most successful farmers were risk averse, had a strong commercial focus and talents, and were adept at handling large levels of debt. They best met the broader definition of entrepreneur since they had a constructive attitude toward change and the ability to successfully adjust to changing surroundings. The risk-averse group had lower debt levels and beat the risk-taking group in terms of cash flow and retained earnings.
(2016) Does individual resilience affect influence entrepreneurial success. The purpose of this paper is to explore if a well-accepted conceptualization of individual level resilience can be used to predict entrepreneurial success. The results offer a parsimonious scale for use in future research into the resilience of entrepreneurs, the indicators of which could prove useful guidance in the development of resilience education and training for entrepreneurs.
Institutional and economic foundations of entrepreneurship in Africa: An overview. The purpose of this research is to identify and synthesize the available evidence on economic and institutional factors that influence entrepreneurship in Africa. The development of a free enterprise economy in Africa with a strong rule of law and property rights is expected to benefit not only African society but the global economy as well.
(2019) An investigation of migrant entrepreneurs: the case of Syrian refugees in Lebanon. The goal of this study is to provide a response to the following question: what motivates refugees to start their own enterprises in a developing country, and how do they accomplish it? According to the statistics, 71% of Syrian refugees in Lebanon appear to be willing to start a new business. The majority of the responders are young, with 62% being between the ages of 18 and 35. Men make up the majority (66.67%), while women make up 33.333%. 60% have already started their own businesses, and they are mostly driven by the desire to make a living in the field in which they previously worked in their home country. Finally, the roadblocks appear to be related to both financial and administrative concerns, as well as municipal policies. However, because they share some cultural values with Lebanese, including as language and cuisine, they are able to assimilate more easily and form social relationships.
The business case for corporate social responsibility: A review of concepts, research and practice The business case refers to the underlying arguments or rationales supporting or documenting why the business community should accept and advance the CSR ‘cause’ In developing this business case, the paper first provides some historical background and perspective. In addition, it provides a brief discussion of the evolving understandings of CSR and some of the long-established, traditional arguments that have been made both for and against the idea of business assuming any responsibility to society beyond profit-seeking and maximizing its own financial wellbeing.
(2015) “A Bad Apple Went Away”: Exploring Resilience among Bitcoin Entrepreneurs The new digital currency Bitcoin, as well as the other extraordinary events that have rocked it, have grabbed headlines around the world. One such occurrence, the bankruptcy of Mt. Gox, a well-known Bitcoin exchange, stunned the burgeoning sociotechnical industry. However, it is unclear how the numerous entrepreneurial businesses in this industry were able to withstand the shock. In our research, we discovered that such entrepreneurial organizations create resilient solutions by relying on their collective identity. Furthermore, despite past dogmatic denials of such formal control, one result of this shock was a desire for regulations and oversight.
Resilience in Business and Management Research: A Review of Influential Publications and a Research Agenda. The purpose is based on a comprehensive evaluation of key publications among 339 papers, books, and book chapters published between 1977 and 2014, this paper examines the evolution of and gaps in knowledge in business and management research on resilience. Findings from this review show that resilience research is fragmented across several research streams. These include, organizational responses to external threats. Resilience as reliability, resilience in business and management research, resilience post 9/11 and resilience in emerging trends.
The resilience of the entrepreneur. Influence on the success of the business. A longitudinal analysis. In this paper, we investigate whether there is a link between resilience qualities and the success of established businesses in the Spanish tourism industry, as well as whether there are any gender-related disparities. . The findings demonstrate that the three dimensions of resilience (tenacity, resourcefulness, and optimism) can assist predict entrepreneurial success. The most important criteria in forecasting an entrepreneur's success is resourcefulness. Both men and women can be considered to be like this. The ability to, on the other hand, It is difficult to forecast the entrepreneurial success of individuals who are hardy and optimistic suitable for both men and women
Resilience and entrepreneurship: a systematic literature review. The goal of this research is to examine the existing literature on the topic of entrepreneurship and resilience. It highlights six scholarly discussions, each of which focuses on a different aspect of resilience and entrepreneurship. On the basis of those discussions, flaws in the existing literature are examined, as well as prospective study directions. At the intersection of entrepreneurship and resilience, this paper identifies six conversations or research streams: resilience as traits or characteristics of entrepreneurial firms or individuals, resilience as a trigger for entrepreneurial intentions, entrepreneurial behavior as enhancing organizational resilience, entrepreneurial firms fostering macro-level (regions, communities, economies) resilience, resilience in the context of entrepreneurial failure, and resiliency in the context of entrepreneurial failure. According to the review, these articles utilise a small amount of existing knowledge on both entrepreneurship and resilience and describe notions imprecisely. Future study should take a more holistic approach to entrepreneurship and resilience, especially in the context of socio-ecological sustainability, by looking at it from a multi-level and longitudinal viewpoint.
(2019) Team entrepreneurial competence: multilevel effects of on individual cognitive strategies. The goal of this study is to establish the concept of team entrepreneurial competence, which is a team-level construct that represents a new venture team's level of shared competencies in entrepreneurial activities. A multidimensional model assessing the impact of team entrepreneurial skills and teamwork on team performance. The findings support a positive multilayer relationship between team entrepreneurial competency and team members' reliance on both causal and effectual reasoning techniques; team members with higher entrepreneurial competence and experience are more likely to participate in effectuation reasoning.
Redressing small firm resilience: exploring owner-manager resources for resilience. It is widely acknowledged that the owner-manager of a small business can have a substantial impact on the firm's competitiveness, growth, and failure. However, in the research on small firm resilience, the owner-individual manager's resilience has been generally disregarded. The goal of this research is to correct this, as well as to broaden the debate and empirical evidence on small business owner-managers' personal resources for resilience. The following are the four major findings: Owner-manager adaptability can manifest in extremes, such as a sense of helplessness or optimism in the face of disruptive circumstances; owner-manager confidence levels often reflect their own mindset of adaptability, ranging from helplessness to positive ambition; owner-managers can use discursive tactics with strong/weak ties to access a range of affective and technical resources for resilience; and purposefulness tended to be framed in terms of a necessity. It should also be highlighted that the owner-manager and the firm are inextricably linked, thus improving personal resilience resources is likely to have a good impact on their resilience, as well as the organization's resilience and strategic capabilities.
A multiple framework approach to sustainable development goals and entrepreneurship. From an economic and social standpoint, this chapter will explore the Sustainable Development Goals (SDGs) and entrepreneurship. This chapter focuses on the obstacles that small and medium businesses (SMEs) have when attempting to implement the goal of guaranteeing sustainable consumption and production patterns to their day-to-day operations. The author demonstrated that entrepreneurship is a powerful driver of sustainability based on the theoretical implications of a literature review.
Resilience and responsibility: governing uncertainty in a complex world. The concept of 'resilience' has gained popularity in a variety of academic areas and political contexts.
The study argues that, for all its utility as a tool of conceptualising and managing change, the resilience narrative of complex adaptive systems is connected with modern governmental discourses that shift risk responsibility away from the state and onto individuals and institutions.
Resilience discourses, as mobilized by government institutions, appear to have a number of implications.
(2011) Entrepreneurial resilience. To conceptualize entrepreneurial resilience. Entrepreneurs prefer access to material resources, access to supportive relationships, development of a desirable personal identity, experience of power and control, adherence to cultural traditions, experiences of social justice, experiences of sense of cohesion with others.
Resilience as an entrepreneurial capability: integrating insights from a cross-disciplinary comparison. The goal of this research is to explore different assumptions about the nature of resilience and choose the ones that are most applicable to a business setting. Assumptions are woven into a theoretical framework that demonstrates how different dangers necessitate different resilience strategies. A portfolio of resilience skills results in overall organizational resilience. Resilience, according to other disciplines, is a process that varies depending on the threat and can be described as bouncing back, absorbing shocks, or bouncing forward. When these traits are applied to entrepreneurship, they lead to the idea of resilience being enacted through a capability portfolio.
When dangers are familiar, basic, not severe, and regular, there is limited disorganization, and resource slack is available, a routine-based capability response is favored. Heuristics-based capabilities, on the other hand, are favored when threats are unknown, complicated, severe, and infrequent, when there has been serious disorganization, and when resource slack is unavailable. When companies need to convert from routine-based to heuristic-based resilience capabilities, an absorption threshold point is identified.
Distorting the Interests if Small Business: How the Small Business Administration Office of Advocacy’s Politicization of Small Business Concerns Undermines Public Health and Safety. Promoting Win-Win Regulatory Solutions. The Office of Advocacy has evolved into a powerful anti-regulatory force, trying to obstruct, delay, and diminish all rules, even those that do not directly affect small companies.
Entrepreneurship – Born, Made and Educated. To find out the impact of various influencing variables on entrepreneurship. Entrepreneurship is a cognitive personality, motivating, self-efficacy, cultural and with value systems.
(2010) Cultural Influences on Entrepreneurial Orientation: The Impact of National Culture on Risk Taking and Proactiveness in SMEs To determine the impact of national culture and certain organizations that embody national culture on two fundamental elements of entrepreneurial orientation: risk taking and proactiveness Uncertainty avoidance and power distance have a considerable negative impact on risk taking, while uncertainty avoidance, individualism, and power distance have a negative impact on proactive business activities. A variety of institutional characteristics have also been discovered to be significantly associated to differences in risk taking and preventative behaviors between countries.
(2019) Cultural orientation, perceived support and participation of female students in formal entrepreneurship in the sub saharan economy of Ghana To investigate Ghanaian women’s cultural orientations and intentions to engage in entrepreneurship, as well as the role of their perceived support system The findings show that uncertainty avoidance and power distance cultural orientations had significant positive and negative effects on women’s formal entrepreneurship engagement, respectively.
(2010) Ensuring Supply Chain Resilience: Development of a conceptual framework To identify supply chain risk as the highest threat to firms/industries Results from the study revealed that while efficiently managing operational risks has a direct impact on financial performance, the majority of corporate board members are under-informed about those risks.
(2011) Regional variations in entrepreneurial cognitions: Start-up intentions of University students in Spain The primary goal of this research is to uncover some of the environmental cognitive factors that may contribute to regional disparities in start-up ambitions. The findings show that valuing entrepreneurship in each location can help explain disparities in entrepreneurial inclinations across regions.
(2016) Socail entrepreneurship and indigenous people How indigenous values are woven into the mission of community development organizations in First Nations communities, and how community-owned development corporations are closely aligned with the ideals and goals of social entrepreneurship This finding suggests that establishing development corporations with a social goal is critical to the viability of First Nations communities.
Supply chain resilience in the global financial crisis: an empirical study To define supply chain resilience (SCRES), as well as to identify and scientifically investigate its link with related concepts such as supply chain vulnerability (SCV) and supply chain risk management (SCRM). The empirical evidence supports a beneficial influence of supply chain risk (SCR) and knowledge management on SCRES, as well as a favorable impact of SCRES on SCV. The SCR effect and knowledge management appear to improve the SCRES by boosting the supply chain's flexibility, visibility, velocity, and collaborative capabilities.
Traditional Value System and Leadership Effectiveness in Nigerian Organizations An examination of the primary factors influencing value orientation across cultures and social systems around the world reveals the difficulties of constructing theories on social norms based on untested universal leadership assumptions. Results from the study indicates that when dealing with majority issues, the obstacles are numerous, including membership status in organizations, leadership roles in organizations, tenure ship, and belief systems, and they occur across cultures in Africa and within a subculture.

General features and types of studies

A total of 32 scholarly articles were included in the review ( Table 1 ); 11 studies (33%) were from Europe, followed by 9 studies from Australia (22%), 7 studies from North America (21%), 5 studies from Asia (15%) and finally 1 study from sub-Saharan Africa (3%). Furthermore, 17 studies (51%) were quantitative, 14 studies (42%) were qualitative, whereas 2 studies were mixed method. Ultimately, 32 articles that satisfied the inclusion criteria and published from January 2010 to December 2019 in English, featured in this systematic review. These studies included 21 (63.63%) review articles and 12 (36.36%) original research articles.

1. Resilience as a function of individual entrepreneurs or firms,

2. Resilience generating entrepreneurial intentions,

3. Entrepreneurial behavior boosting organizational resilience,

4. Resilience in the framework of entrepreneurship failure,

5. Entrepreneurship and culture,

6. Resilience as an exercise of recuperation and transfiguration.

Research alignments

With particular reference to the three basic features Firstly, definitions that entailed proprietor or managers and the second feature is new venture founders. Thirdly, entrepreneurial world views of innovation, creativity, exploitative or explorative tendencies and contingencies. Thus, the distinction at the micro level of the what dimension of resilience the researcher wants to explain something about. The resilience of (entrepreneurial) firms at the meso level and macro level systems such as communities, regions or economies stated at the data synthesis stage were applied to classify the data. The study identified six dialogues that seem to centre their discussions on the interface between entrepreneurship and resilience. The full list of papers for each stream can be found in Box 1 attached as appendix.

Box 1. Exploration stream of papers.

Resilience as a function of entrepreneurial individuals or firms

Dahles H & Susilowati 2015 , Ballough A. & Renko M. 2013 , Lin et al., 2017 , Corner et al. 2017 , Shadbolt, 2016 , Fisher et al., 2016 , Ingram Claire et al ., 2015 , Linnenluecke Martina K. 2017 , Ayala J.C. & Manzano G. 2014 , Audretsch, 2012 , Larson et al ., 2016 , Sahin et al ., 2018 , Javadian et al ., 2018 , Rodrigue et al. , 2017 , Korber S. & McNaughton R. B. 2017 .

Resilience generating entrepreneurial intentions

Lin et al., 2017 , Corner et al. 2017 , Fisher et al., 2016 Ballough A. & Renko M. 2013 , Rodrigue et al. , 2017 , Yufeng et al ., 2017 , Branicki et al ., 2017 , Hedner et al., 2011 , and Wall T., & Ballamy L. 2019 .

Entrepreneurial behaviour boosting organisational resilience

Ballough A. & Renko M. 2013 , Lin et al., 2017 , Corner et al. , 2017 , Wall T., & Ballamy L. 2019 , Korber S. & McNaughton R. B. 2017 , Branicki et al ., 2017 , Rodrigue et al. , 2017 , Larson et al ., 2016 , Sahin et al ., 2018 , Jin, C. H., 2017 and Ayala & Manzano, 2014 .

Entrepreneurship and culture

Corner et al., 2017 , Javadian et al ., 2018 , Korber S. & McNaughton R. B. 2017 , Santos et al ., 2019 , Yufeng et al ., 2017 , Kshetri, 2011 , Hedner et al., 2011 and Sanchez J.C. et al ., 2012 .

Resilience in the framework of entrepreneurial failure

Rodrigue et al. , 2017 , Branicki et al ., 2017 , Linnenluecke Martina K. 2017 , Yufeng et al ., 2017 , Wall T., & Ballamy L. 2019 , Korber S. & McNaughton R. B. 2017 , Ballough A. & Renko M. 2013 , Corner et al., 2017 , Ingram Claire et al ., 2015 , Kshetri, 2011 , Madichie et al ., 2008 , Manifield R.C. & Newey L.R. 2017 and Alexandre et al ., 2019 .

Resilience as a process of recovery and transformation .

Ayala J.C. & Manzano G. 2014 , Ayala & Manzano, 2014 , Manifield R.C. & Newey L.R. 2017 , Santos et al ., 2019 , Corner et al., 2017 , Korber S. & McNaughton R. B. 2017 , Ingram Claire et al ., 2015 and Alexandre et al ., 2019 .

Exploration stream (1): Resilience as a function of individual entrepreneurs or firms

A significant number of authors (n=14) in the articles reviewed sought to discover features that stimulate or augment the inherent resilience of entrepreneurs in general. Entrepreneurial resilience, as far as the discussion of this data is concerned, is considered as a pre-condition that aids entrepreneurs or firms to control upheavals, calamities and exigencies. These disturbances are closely related to what extant literature on resilience generally refer to as “vulnerability” while the other side of the coin is referred to as “preparedness” ( Lin et al. , 2017 ; Bullough & Renko, 2013 ; Dahles & Susilowati, 2015 ; Corner et al. (2017) . It also postulates that entrepreneurs (whether at the individual or firm levels) that are resilient usually are more prepared to combat disturbances, which is a basic pre-determinant of entrepreneurial success ( Dahles & Susilowati, 2015 ; Corner et al. , 2017 ), translating into the financial and managerial performance of such firms. Bullough and Renko (2013) in their studies titled “Entrepreneurial action during challenging times” submitted that, aiding activities that aim at developing prospective entrepreneurial leaders helps promote behaviors that are required for an economy to thrive. Again, Ayala and Manzano (2014) submitted that entrepreneurial resilience has three dimensions namely, hardiness, resourcefulness and optimism concluding that these dimensions help predict entrepreneurial success.

Some papers, based on mental ideologies, conceptualize entrepreneurial resilience as a fusion of many personal attributes or features like conscientiousness, openness to experience, perseverance, optimism, resilience, emotional carrying capacity and extraversion, including entrepreneurial self- efficacy ( Chang-Hyun, 2017 ; Linnenluecke, 2017 ; Jin, 2017 ; Liñán et al. , 2011 ; Sahin et al ., 2018 ) or the entrepreneur’s emotional intelligence ( Korber & McNaughton, 2017 ; Susana et al ., 2019 ). Other papers discuss the entrepreneur’s social capital such as communal schemas and contracting practices, collective identity, trust and family models as well as support from friends that help entrepreneurs, especially newcomers, to tackle uncertainties ( Ingram Claire et al ., 2015 ; Larson et al ., 2016 ). It is clear from the extant literature that resilience is a function of entrepreneurial individuals and firms.

As far as the intermediate level analysis is concerned, most of the research in the data focused on issues of increase entrepreneurial mindset and behaviours in the resilience of entrepreneurial firms. They are the resources at the firm’s disposal to aid them navigate difficult or disruptive times. These resources include how to manage employee strengths (based on Clinical and Developmental Psychology), financial capital, the adaptability of business models, organizational response to environmental threats, organizational reliability and design principles that mitigate vulnerabilities associated with supply chain and other disruptions. Therefore, with a well calibrated supply chain embedded with design flexibility and redundancy alternatives, organizations can be collaterally resilient ( Maklan, 2012 ). While discussing a resilient supply chain design, Maklan (2012) submitted that resilience in supply chain in relation to the intercontinental economic financial challenges depends on the four resilience accomplishments of agility, momentum, exposure to information on time, and partnerships participants of the logistics network. These minimize negative repercussions on present and future events mainly in the area of income, pricing and conception or availability targets ( Linnenluecke, 2017 ; Manifield & Newey, 2017 ; Santos et al ., 2019 ; Ayala and Manzano, 2014 ; Lin et al. , 2017 ).

Conclusively, some of the publications in the data principally examined factors at the group-level that promote resilience among entrepreneurs at personal or organizational levels. A competitive commercial setting, for example, has the potential of weeding out most ineffective beginners who venture into the realm of entrepreneurship from business while the survivors are likely to grow resilient ( Biswas & Baptista, 2012 ). Some other researchers make reference to facilitative variables like collective identity in building resilience ( Ingram Claire et al ., 2015 ). Others make mention of family role models in molding resilient entrepreneurs ( Hedner et al. , 2011 ). Coaching and counseling sessions and seminars designed to improve the skills of entrepreneurs when it comes to managing adversities or business judgments of merchants are also discussed when infused into curriculum of educational institutions ( Bullough & Renko, 2013 ). Other researchers talk about trust and social values that yield shared understanding ( Larson et al ., 2016 ) amongst entrepreneurs. The final common strategy discussed are public strategies and agreement customs that promote resilience among groups of entrepreneurs ( Audretsch, 2012 ). These findings contrast dominant portrayals of successful entrepreneurs as egoistic and self-centered ( Jüttner & Maklan, 2011 ). It emerged that entrepreneurs that have reliance do show concern for one another and have respect for their interconnectivity. Contrastively, a number of researchers relied on literature related to psychology ( Jin, 2017 ) and define resilience as a person’s capability to combat or develop amidst challenges and crisis.

Others still conceptualized resilience as an outcome, as an act that has taken place, or something that a person lacks ( Corner et al. , 2017 ). Resilience in entrepreneurship is believed to be actualized when business actors are able to progress in the midst of all the strict socio-cultural and socio-economic traditional conventions ( Sahin et al ., 2018 ; Branicki et al ., 2017 ; Alexander & Honig, 2016) or more threatening social factors like conflicts and other kinds of disturbances ( Korber & McNaughton, 2017 ). In sum, resilience at the personal level is hypothesized to have direct consequences (positive or negative) on resilience at the organization level—hence resulting in positive outcomes in challenging environments ( Williams et al ., 2013 ; Shadbolt, 2016 ). In short, this section of the study presents discussions on the two concepts (entrepreneurship resilience) in the light of intrinsic features or attributes of persons or enterprises. The above assertion is informed by a deductive opinion of agency: a number of previous circumstances (intellectual attributes, organizational features, or group-level variables) can have higher influence when it comes to the promotion of the resilience of a firm. This growth in the firm’s resilience can consequently contribute towards enhancing entrepreneurs (especially organizations) to conquer subsequent disturbances. The data for this study however, did not reveal the said disturbances or crisis. Thus, the findings do not give insights as to how micro and macro entrepreneurial actors employ their inherent resilience to overcome adversities when they occur. The literature also hardly interrogates the assertion that entrepreneurial resilience at the personal level automatically improves resilience at the organizational level. Alternatively, entrepreneurial resilience is perceived to be an asset that organizations can generally rely on in the advent of adversity.

Exploration stream (2): Resilience generating entrepreneurial intentions

Another category of the papers (n=9) focus on issues related to the intents of entrepreneurs ( Lin et al. , 2017 ) and argue that innate entrepreneurial resilience accounts for the reasons some individuals embark on business ventures while many do not. Thus, both facilitative and militating variables have direct bearings on resilience in entrepreneurship. Also, there are differences between “push” and “pull” entrepreneurs, high-growth and low-growth. Now, resilience is usually seen as self-efficiency or self-confidence. Bullough and Renko (2013) , for instance, argued that aiding activities that aim at developing prospective entrepreneurial leaders helps promote behaviors that are required for an economy to thrive. As such, when entrepreneurship curriculum is integrated into the educational system, it would develop self-efficiency and resilience in prospective entrepreneurs. Thus, entrepreneurial aspirants that have the confidence in their capabilities of being able to survive unfavorable business settings would most likely venture into business. Similarly, Corner et al. (2017) propose in their investigative research that a greater percentage of entrepreneurs displayed a resilient approach in their psychology after unsuccessful business ventures. There is usually grief, coping and learning. There is stability in functions and learning from failure. Fisher et al . (2016) concluded that the level of individual resilience in entrepreneurial success depends on how business performance is operationalized. Regrettably, publications in the exploration stream (n=2) fail to conceptually examine the difference between resilience and related features and do not often respond to the question ‘is it every entrepreneurial project that is worthy of pursuance?’. Thus, resilience as conceptualized in this exploration stream may stimulate highly ambitious entrepreneurs to embark on business pursuits that are condemned to be unsuccessful.

Exploration stream (3): Entrepreneurial behavior boosting organizational resilience

Although the 11 papers included in this stream see the concept of entrepreneurship as a state of the mind, the concept is further re-enforced by entrepreneurs exhibiting flexibility and innovativeness. This, according to Bullough and Renko (2013) , equips entrepreneurs to build activities that result in producing prospective entrepreneurial leaders, who aim at developing behaviors that are required for the progress of an economy. It again projects entrepreneurship as having a personality dimension and is influenced by a series of variables such as the individual’s efficiency, education, gender, age, and social context ( Sahin et al ., 2018 ). Also, implied in the extant literature is the concept organization capacity, with entrepreneurs exhibiting resilient mindset due to the uncertain environments, adversity and the informal organizational setting ( Branicki et al ., 2017 ). Similarly, it further purports that psychological capital such as hope; resilience and self-efficacy, have a positive effect on startup intentions ( Jin, 2017 ).

In this stream, many of the authors build constructs to suggest that entrepreneurship is a function of thought and action though many do not clearly define what entrepreneurial behavior is made of. The literature suggests entrepreneurs exhibit cognitive behavior traits. A number of the publications attempt to show the manifestations of the behaviors of entrepreneurs in the midst of serious upheavals ( Corner et al. , 2017 ).

Exploration stream (4): Entrepreneurship and culture

The fourth stream of literature centers on culture. According to Curry et al. (2016) , the culture of entrepreneurship refers to an architecture of principles, ideologies and behaviors that are related in a specific dispensation or among a particular group of people, that have the power to facilitate the entrepreneurial leaning of that group (both at the personal and organizational levels). Viewing it from this angle, researchers have identified some culture related attributes as relevant components for the promotion and development of entrepreneurship in every social dispensation. Pettit et al. (2010) , classified these traits based on concepts such as family background, religion, history, ideology and enterprise culture. In addition, as opined by Anlesinya et al. (2019) , the balance that exists between managerial services and environmental variables constitute a core determinant of organizational successful progress. This study asserts therefore, that enhanced entrepreneurship progress can be achieved through appropriate integration of cultures and other geo-social variables ( Alexander & Honig, 2016 ). Their argument draws a sharp contrast between some revealed patterns in certain African states that seem to project the idea that indiscriminate employment of Western frameworks of entrepreneurship development happens to be the ultimate remedy for combating the crisis of entrepreneurship growth in the continent. It therefore indicates the need for a revived collective effort that targets acquiring various social, economic, culture-related principles and guidelines that can help in bringing out unexploited entrepreneurship talents among Africans as a whole.

In fact, there are facts that seek to imply that some cultural dispensations (including some African states) possess some generational practices embedded in their cultures that have positive economic relevance to progress of their entrepreneurship projects ( Kreiser et al. , 2010 ; Pettit et al. , 2010 ; Hedner et al. , 2011 ). Regrettably, such relevant aspects of cultures appeared to have been left behind in pursuit of so called “modernity”. On this basis, it has become necessary to study other cultures with the hope of discovering cultural principles that might help in promoting the growth-related crisis of such societies as far as entrepreneurship is concerned. As Ude and Bete (2013) stated: “in an environment of uncertainty and risk, with imperfect information and positive transaction costs, Nnewi traders had a number of institutional advantages. In many ways, Nnewi Township has been described as an authentic ‘manufacturing miracle’ but because manufacturing miracles tend to be measured by national level production, Nnewi and other areas like it is probably doomed to pass unnoticed by those who are trying to understand the reasons why some nations grow, others stagnate, and yet others decline”.

Exploration stream (5): Resilience in the framework of entrepreneurial failure

The fifth stream of literature originates outside pure organizational science disciplines such as economics and focusses on others such as psychology, ecology and engineering. Apart from entrepreneurs contributing to job creation and economic growth, they are relevant to regional resilience and the enhancement and creation of a relatively stable and multifaceted commercial prospectus ( Korber & McNaughton 2017 ; Williams et al. , 2013 ), opportunities and institutional contexts ( Yufeng et al ., 2017 ), and African economies introducing appropriate regulative changes needed to facilitate entrepreneurial development, improving of cost of starting business, procedural delays and red tape ( Kshetri, 2011 ; Alexandre et al ., 2019 ). Researchers also draw on psychological, ecological and engineering literature in various unfavorable contexts that call for entrepreneurs’ employment of efficient resilient skills. Organizations must learn to tackle the particular crisis confronted with the lessons learnt during the previous encounter. That comprises a combination of regular elicitations in an attempt to return to stability. The responses must however also be flexible to enhance a skillful configuration that portrays increase in biodiversity in the resilience of ecological systems ( Manifield & Newey, 2017 ).

Some authors (n=5) discuss resilience as the organizational reliability, organizational response to potential environmental upheavals, employee capabilities in adopting entrepreneurial frameworks and designing guidelines towards mitigating the weaknesses associated with supply chain and other disruptions ( Linnenluecke, 2017 ). Again, entrepreneurial establishments are branded by a talented and creative entrepreneur, favorable organizational systems, entrepreneurial culture as well as impressive skills acquisition support system. Moreover, a few of the papers here discuss the contributions of individual entrepreneurs in developing regional and community-based resilience ( Korber & McNaughton, 2017 ). Likewise, Ingram Claire et al . (2015) submitted that collective identity shapes resilient responses and advocated that for shocks to be contained, a regulation and oversight regime must be put in place.

It could then be established that exploration streams from the first five streams construct resilience as a resource. It is a trait, possessed by individuals, cultural groups/communities, organizations, cities or regions that tend to help various vulnerabilities either in various fields related to organizational science, psychology, ecology and engineering in the event of disasters/disruptions. The last exploration stream to be discussed focuses on actions after disasters/disruptions. Thus, the construct here is more of post disaster/disruption.

Exploration stream (6): Resilience as a process of recovery and transformation

Finally, the idea of this stream of literature conjures a picture of adaptive resilience ( Branicki et al ., 2017 ) with a touch on adaptive capacity. It mainly has to do with the ability to change and learn after disruption. As reported by Corner et al. (2017) in their investigative research, a greater percentage of entrepreneurs displayed a resilient approach in their psychological outburst after unsuccessful business ventures. There is usually grief, coping and learning, stability of functions and learning from failure. Along the same lines, Javadian et al . (2018) established a positive and significant relationship between emotional carrying capacity and entrepreneurial self-efficacy, all emphasizing the important role of adaptive capacity.

Ayala and Manzano (2014) conducted a study on the possible reason(s) that account for the different reactions that entrepreneurs exhibit when confronted with an industrial crisis. It was discovered that the reactions of victims in such technical situations is mostly defined by their personal, social, economic or cultural identities.

This review analyzed 32 studies that focused on the interface between resilience and entrepreneurship. The study discovered six clear exploration streams that in different perspectives define the kind of conceptual relationship that exist between the constructs identified. The intellectual domain from which the discussions emerge often accounts for such differences. Firstly, there is resilience in psychology records and resilience in the context of commercial and administrative discourse studies mainly during the 1980s and 1990s with concentration on the adoption and familiarization of business frameworks and resilient supply chain designs. Also, there are those focused on the city, region and economy in general. For instance, Williams et al . (2013) studied economic resilience and entrepreneurship in the Thessaloniki city region. The authors submitted that entrepreneurship needs to be understood to be critical to resilience of city regions and serve as a vehicle to promote a more balanced and diverse economic means. Also, Kshetri (2011) in examining institutional and economic foundations of entrepreneurship foundations of entrepreneurship in Africa concluded that, the introduction of appropriate regulative changes can bring about entrepreneurial development in Africa without the usual red tapeism. These authors underscore why resilience generate entrepreneurial intentions ( Lin et al. , 2017 ; Bullough & Renko, 2013 ; Corner et al. , 2017 ).

Furthermore, some individual resilience traits, skills self-esteemed, optimism and persistence influence entrepreneurship success ( Dahles & Susilowati, 2015 ; Bullough & Renko, 2013 ; Ayala & Manzano, 2014 ).

Nevertheless, most of the publications reviewed seemed to construct entrepreneurship both at the individual and organizational level to nebulously define adversity or disruptions. Wall and Bellamy (2019) in their study expanding the debate and empirical basis of small firm owner-managers’ for resilience found the following: owner-manager adaptability can appear in extremes cases including a sense of helplessness or optimism. Secondly, owner-manager confidence levels often echo their own mindset toward adaptability (helplessness to positive ambition). Finally, owner-managers can use discursive tactics with strong/weak impacts from a range of affective and technical resources for resilience.

Earlier, Manifield and Newey (2017) examined competing assumptions about the nature of resilience and select those most appropriate for an entrepreneurial context. They found out that, resilience is a concept for different threats and disciplines. Thus, entrepreneurship, is a capability portfolio that relies on routine-based capability response when threats are familiar, simple, not severe and frequent following minimal disorganization. The contrast is that heuristic-based capabilities are relied on when threats are unfamiliar, complex, severe and infrequent following serious disorganization.

Anlesinya et al. (2019) investigated the role of cultural factors on the emergence and success of entrepreneurs. The authors came to the conclusion that culture influenced the Nwewi people's entrepreneurial and managerial talents in a major and positive way. Prudence, independence, inventiveness, trust, intimacy and openness in the workplace, submissive apprenticeship, and perseverance were all identified as cultural characteristics. Trust and social capital promote resilience, according to Larson et al. (2016) , and this manifests in common knowledge and a custom of not relying on written customs that emphasize reciprocity. In addition, the Rodrigue et al. (2017) looked examined the effects of family business and exposure to family company concepts on entrepreneurial career identity. The finding was that practicing entrepreneurs who were exposed to family business and were aware of business concepts from extended family before starting their businesses were more likely to succeed, reiterating the importance of family role models.

In contrast, some research defined the concept of entrepreneurship to mean a fusion of psychological asset such as emotional carrying capacity and entrepreneurial self-efficacy that classify who is or not an entrepreneur. Again, Branicki et al ., (2017) investigated how entrepreneurial behaviors support small and medium size enterprise (SMEs) to be resilient. They submitted that, SMEs uncertain environments, adversity and the informal organisational settings that these SMEs operate, often makes them highly resilient and possess capabilities that enable SME’s to be resilient.

Yet, most publications constructed it simply by arguing that innovation and creativity constitute the hallmark or a constant talent of every entrepreneur. For instance, Jin (2017) explored the effects of the positive psychological capital of young start-up entrepreneurs on start-up intentions and entrepreneurial performances. The author concluded that, sub-factors of positive psychological capital such as hope, resilience and self-efficacy have positive effects on start us intention. As a follow up to these results, this study suggests that future researchers should consider fusing all three constructs (resilience as a psychological trait, business management model and city or regional level) together in conducting research on resilience. Beginning with the exploration streams discussed, a background can be set by researchers for an all-inclusive or interdisciplinary research. Secondly, it is clear that a good regulatory framework, communal schemas and culture can also impact on entrepreneurial resilience. Research needs to pay more attention to the reactions that entrepreneurs exhibit in addressing or combating entrepreneurial crisis as well as how they are, as individuals, able to contribute towards improving community-level and regional-level resilience. Thirdly, this study advocates for the proposition of a working definition of entrepreneurial resilience in order to establish a progressive direction for further studies. This way, entrepreneurial resilience should not only be responsive, readiness, determination, or survival-oriented. Rather, it should be constructed as an ever-present multiple rank concept that refers to one’s ability to dynamically cope under adverse conditions. Finally, this systematic review has at least pointed out a central peculiarity of internal property of a system and the coping capacity that relates to protective resilience and adaptive resilience to external threats.

Practical implications

This work reiterates the need for entrepreneurs to be aware that resilience is pivotal for the whole gamut of entrepreneurial endeavors.

Entrepreneurs consider the good times without regard to both internal and external threats in the environment. It is also clear that, entrepreneurs with resilient capabilities serve as a bulwark against bad times. The study proposes, contrary to the common custom that in an attempt to attain efficacy, entrepreneurs may consider using specific resources to pawn incipient dangers. Those who are able to do that show their capacity portfolio to respond to routine-based and heuristic-related resilient abilities for individual complicated crisis as well as disorganizations challenges. When entrepreneurs build their capacities to identify and manage these threats, whether routine or heuristic in nature, then they are poised to gain more from refining the various problem-solving talents and can well tackle situations that pose different threats.

This review stresses the need for policy makers in African economies to make the required regulations that can facilitate the progress of entrepreneurship in the sub region. It has been said that many potential entrepreneurs in some sub-Saharan Africa struggle with very high costs associated with starting a business. Again, procedural delays and red tape are other serious problems hindering entrepreneurial efforts in these economies. A study revealed, for example, that less developed nations like African countries can lose about 0.4% potential GDP growth for the delay in allowing people start businesses—this calculation was done by considering only a 10-day delay - ( Economist, 2012 ). Some sub-Saharan Africa economies have achieved a significant leap on this front. The World Bank’s ease of doing business survey ( World Bank, 2009 ) showed that Rwanda has been the fastest reformer with rankings improving from 143 in 2009 to 67 in 2010. This is a good example for policy makers in Africa to replicate.

Strengths and limitations

This review followed the Preferred Reporting Items for Systematic Reviews and Meta-analysis (PRISMA). One of the outstanding strengths of this study is the wide search which exposed the researcher to many different scholarly articles that are important to the aims and objectives of the study. However, it is relevant to state that the wider nature of the search has its own limitations, which include the fact that the search could not cater for grey literature and other relevant scholarly works on the subject that were not written in English. This study comprises of scholarly research conducted on populations, even though there was a focus on Western countries and to a lesser extent Asia and one study from sub-Saharan Africa. This may limit generalizability to other settings especially sub-Saharan Africa as there may be cultural or discipline differences in how entrepreneurial resilience is constructed. It therefore indicates the need for a revived collective effort that targets acquiring various social, economic, culture-related principles and guidelines that can help in bringing out the unexploited entrepreneurship talents among Africans as a whole ( Alexander & Honig, 2016 ). The procedure of synthesis was contingent on my interpretations and there are chances that the initial experiences or findings were misinterpreted, but the adoption of PRISMA has improved robustness as well as transparency. Regardless of the above limitations, this review sheds light on entrepreneurial behaviors that support business resilience and help refine the concept of entrepreneurial resilience as presented in extant literature.

Gaps in evidence

The studies reviewed showed limited coverage of concepts associated with psychological capital as well as resilience research being fragmented across several research tributaries.

Future research needs

Future research should take a further all-inclusive method to study entrepreneurship and resilience from a multi-dimensional and longitudinal approach.

Data availability

Underlying data.

All data underlying the results are available as part of the article and no additional source data are required.

Reporting guidelines

figshare: Resilience and Entrepreneurship: A Systematic Review: https://doi.org/10.6084/m9.figshare.18093344 ( Conduah, 2022 )

- PRISMA_2020_checklist.docx

- PRISMA_2020_flow_diagram_updated_SRs_v1

Data are available under the terms of the Creative Commons Attribution 4.0 International license (CC-BY 4.0).

Review registry

This systematic review was not registered.

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  • Reader Comment 25 Apr 2022 Habibullah Habibullah , National Research and Innovation Agency (BRIN), Jakarta, Indonesia 25 Apr 2022 Reader Comment Very interesting study with resilience and entrepreneurship with a systematic literature review. Very open in terms of presenting the literature used. Competing Interests: There is no conflict of interest between me and the results of this research, the author or the institution Very interesting study with resilience and entrepreneurship with a systematic literature review. Very open in terms of presenting the literature used. Very interesting study with resilience and entrepreneurship with a systematic literature review. Very open in terms of presenting the literature used. Competing Interests: There is no conflict of interest between me and the results of this research, the author or the institution Close Report a concern
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COMMENTS

  1. Resilience and entrepreneurship: A systematic literature review

    Abstract. Purpose The purpose of this paper is to review existing literature at the intersection of resilience and entrepreneurship. It identifies six scholarly conversations, each of which draws ...

  2. Resilience and entrepreneurship: a systematic literature review

    The purpose of this paper is to review existing literature at the intersection of resilience and entrepreneurship. It identifies six scholarly conversations, each of which draws on distinct notions of resilience and entrepreneurship. Based on those conversations, shortcomings in the existing literature are discussed and avenues for future ...

  3. (PDF) Resilience and entrepreneurship: a systematic review

    Firstly, researchers. generally employ the term resilience to mean consciousness, determination, perseverance, or self-value to justify why some. entrepreneurs and their firms achieve better ...

  4. Resilience and Entrepreneurship: A Systematic Literature Review

    Abstract. Purpose - The purpose of this paper is to review existing literature at the intersection of resilience and entrepreneurship. It identifies six scholarly conversations, each of which draws on distinct notions of resilience and entrepreneurship.

  5. Resilience and entrepreneurship: a systematic

    First, scholars often use resilience synonymously with preparedness, hardiness, persistence, or self-efficacy to explain why some entrepreneurs and their firms perform better than their non-resilient peers do. Second, cognitive and behavioral entrepreneurial traits and distinct forms of entrepreneurship such as social entrepreneurs are said to ...

  6. PDF Resilience and entrepreneurship: a systematic literature review

    This paper reviews the literature at the intersection of resilience and entrepreneurship across disciplines. Thus, we did not limit the search for publications to any specific academic field, and ...

  7. Resilience and entrepreneurship: a systematic literature review

    Based on those conversations, shortcomings in the existing literature are discussed and avenues for future research are outlined. Design/methodology/approach A systematic multi-disciplinary review of 144 papers that are categorized into six scholarly conversations to build the foundation for a critical discussion of each line of inquiry.

  8. Resilience and Entrepreneurship, Aligning Theoretical and

    Due to the importance of being successful in dynamic, competitive, and uncertain business situations entrepreneurs are facing today, some researchers have shown that resilience is an important intangible resource that influences entrepreneurship (De Vries and Shields 2006; Lee and Wang 2017) and that the resilience of entrepreneurs is affected by financial, social, cognitive, and emotional ...

  9. Being an entrepreneur post-COVID-19

    A systematic literature review was performed, analyzing studies related to entrepreneurship, resilience and crises. In total, 30 empirical studies were analyzed to determine the facts of the crises, the methodologies used and the actions taken to address them.

  10. Conceptualization of SMEs' business resilience: A systematic literature

    Section 2 outlined the methodological approach adopted for the literature review. In section 2.3, we discussed key results of the study. More specifically this literature review on resilience aims at (1) gaining insight into the multi-faceted aspects of resilience conceptualization in an SME context and formulating a comprehensive definition (2.3).

  11. Resilience and entrepreneurship: a systematic literature review

    There are no files associated with this item. This item appears in the following Collection(s) Share

  12. Resilience and entrepreneurship: a systematic literature review

    Purpose The purpose of this paper is to review existing literature at the intersection of resilience and entrepreneurship. It identifies six scholarly conversations, each of which draws on distinct notions of resilience and entrepreneurship. Based on those conversations, shortcomings in the existing literature are discussed and avenues for future research are outlined. Design/methodology ...

  13. Resilience and entrepreneurship: a systematic literature review

    International Journal of Entrepreneurial Behavior & Research. Purpose The purpose of this paper is to review existing literature at the intersection of resilience and entrepreneurship. It identifies six scholarly conversations, each of which draws on distinct notions of resilience and entrepreneurship. Based on those conversations, shortcomings ...

  14. Psychological resilience of entrepreneurs: A review and agenda for

    To structure and synthesize what we know about entrepreneurs' psychological resilience, we systematically review the empirical literature to provide insights on how it has been conceptualized and operationalized, along with its key antecedents and outcomes. ... McNaughton, R. B. (2018). Resilience and entrepreneurship: A systematic literature ...

  15. PDF SYSTEMATIC REVIEW Resilience and entrepreneurship: a systematic review

    The aim of this study is to review the literature that intercepts resilience and entrepreneurship. The study will attempt to identify scholarly conversations to construct notions of resilience and entrepreneurship. Therefore, limitations in the current literature will be examined and directions for future studies would be highlighted. Methods ...

  16. Resilience and entrepreneurship: a systematic review

    The aim of this study is to review the literature that intercepts resilience and entrepreneurship. The study will attempt to identify scholarly conversations to construct notions of resilience and entrepreneurship. Therefore, limitations in the current literature will be examined and directions for future studies would be highlighted.

  17. Resilience and entrepreneurship: a systematic literature review

    Future research should take a more holistic approach to explore entrepreneurship and resilience from a multi-level and longitudinal perspective, especially in the context of socio-ecological sustainability.Originality/valueThis paper incorporates insights on resilience and entrepreneurship across academic disciplines to show how future ...

  18. Psychological resilience of entrepreneurs: A review and agenda for

    ABSTRACT Given that entrepreneurs face substantial adversity in initiating and developing new ventures, a burgeoning stream of research has sought to understand the concept of entrepreneurs' psychological resilience. To structure and synthesize what we know about entrepreneurs' psychological resilience, we systematically review the empirical literature to provide insights on how it has ...

  19. How to link organizational resilience to transformational

    The orientation of entrepreneurship behavior has been neglected in research so far. This systematic literature review study reveals important research gaps, such as the influence of organizational resilience in promoting the development of transformational entrepreneurship behavior and the determinants that build organizational resilience.

  20. To Continue or Quit Business? Mediating Roles of Resilience and Quality

    This Literature Review section seeks to offer theoretical-driven justifications behind the proposed relationships in the model. ... that the resilience of the entrepreneur has a predictive value for business success, indicating a positive relationship between the resilience of entrepreneurs and the growth of their enterprises over a 5-year period.

  21. Full article: Building resilience and sustainability in small

    Harmonizing entrepreneurship resilience and sustainability demands a nuanced approach to account for stakeholder engagement, and policy interventions to drive lasting environmental impact in small businesses throughout sub-Saharan Africa. ... Emerging new themes in environmental, social and governance investing: A systematic literature review ...

  22. Conceptualization of SMEs' business resilience: A systematic literature

    Williams and Vorley (2017) make clear that the agreed-upon meaning of the resilience concept remains vague in business literature. (1) Disciplines, (2) research context, (3) nature of disruptions, and (4) companies' size are core factors that underlie this fragmented understanding of the concept of resilience. 3.2.2.

  23. Resilience and entrepreneurship: a systematic literature review

    (DOI: 10.1108/IJEBR-10-2016-0356) The purpose of this paper is to review existing literature at the intersection of resilience and entrepreneurship. It identifies six scholarly conversations, each of which draws on distinct notions of resilience and entrepreneurship. Based on those conversations, shortcomings in the existing literature are discussed and avenues for future research are outlined ...

  24. Resilience and entrepreneurship: a systematic review

    Establish/identify the cultural factors that promote resilience of entrepreneurs in developed regions and developing regions. Methods Systematic literature review (SLR) This review used the SLR method to study works that explored the interface between resilience and entrepreneurship from January 2010 to November 2019.

  25. Bounce back harder: resilience and reinvention of entrepreneurship

    This study aims to investigate how entrepreneurs deal with business challenges. Specifically, the objectives of this study are twofold; first, to examine how entrepreneurs acquire resilience in facing business challenges, and second, to how the entrepreneurs rebuild their businesses. The study proposed to conduct a literature review analysis as data collection to investigate the inquiries.

  26. Designing resilient supply chain networks: a systematic literature

    With increased globalisation supply chain (SC) disruption significantly affects people, organisations and society. Supply chain network design (SCND) reduces the effects of disruption, employing mitigation strategies such as extra capacity and flexibility to make SCs resilient. Currently, no systematic literature review classifies mitigation strategies for SCND. This paper systematically ...

  27. Relationship between mental health and students' academic ...

    Mindfulness has become increasingly popular to improve physical and mental health. Its implementation transcends boundaries of disciplines that study its impact. The aim of this study is to identify and analyze the benefits of mindfulness on mental health, academic performance, well-being, mindfulness and prosocial behavior of university students, as well as to identify the most effective way ...

  28. The Role of Social Inclusion in Restoring Communal Rangelands in ...

    The literature search for this systematic review used Scopus, a comprehensive multidisciplinary database, to find studies on the role of social inclusion in restoring communal rangelands in southern Africa. To ensure a structured and thorough approach, the search strategy was developed using the Population, Exposure, and Outcomes (PEO) framework.

  29. Resilience and entrepreneurship: a systematic review

    Korber S, McNaughton RB: Resilience and entrepreneurship: a systematic literature review. International Journal of Entrepreneurial Behavior & Research. 2017. Kreiser PM, Marino LD, Dickson P, et al.: Cultural influences on entrepreneurial orientation: The impact of national culture on risk taking and proactiveness in SMEs.