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Does entrepreneurs’ improvisational behavior improve firm performance in time of crisis?

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  • Peerayuth Charoensukmongkol

Abstract

Purpose - This paper examines the effect of improvisational behavior of entrepreneurs on firm performance of small and medium enterprises (SMEs) in Thailand during the economic crisis following the COVID-19 pandemic. The study also explores external factors in terms of competitive intensity and internal factors in terms of financial and human resources possessed by firms that could enhance the impact of improvisational behavior on firm performance. Design/methodology/approach - A self-administered online questionnaire survey was used to collect the data from the random sample of 312 SMEs in Thailand. Partial least squares structural equation modeling was used to analyze the data. Findings - The analysis supports the positive relationship between the improvisational behavior of entrepreneurs and firm performance. Moreover, the moderating effect analysis shows that the positive impact of improvisational behavior on firm performance tends to be stronger for firms that encountered a higher level of competitive intensity and for firms that possessed a higher level of financial and human resources. Originality/value - This research extends the knowledge from prior research by confirming some moderating factors that could strengthen the benefit of improvisational behavior during the crisis.

Suggested Citation

  • Peerayuth Charoensukmongkol, 2021. "Does entrepreneurs’ improvisational behavior improve firm performance in time of crisis?," Management Research Review, Emerald Group Publishing Limited, vol. 45(1), pages 26-46, June.
    • Handle: RePEc:eme:mrrpps:mrr-12-2020-0738
    DOI: 10.1108/MRR-12-2020-0738
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    Cited by:

    1. Sayed Muhammad Fawad Sharif & Naiding Yang & Atiq ur Rehman & Omar Alghamdi, 2024. "Sustaining innovation during downsizing strategy through knowledge coupling, business process digitization, and market capitalizing agility," Australian Journal of Management, Australian School of Business, vol. 49(3), pages 428-447, August.

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