What explains the resilience of SMEs? Ambidexterity capability and strategic consistencyMaría Iborra, Vicente Safón, Consuelo Dolz2019-12-16articleLong Range Planning251 citationsgreenNo readable copy stored yet — this record is metadata only.Innovation and Knowledge ManagementBusiness Strategy and InnovationOrganizational Management and LeadershipAbstractNo abstract was published for this record.Citations in this libraryStored only when both papers are in the corpus — 251 citations exist upstream.References1991Exploration and Exploitation in Organizational Learning2007Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance1977The Population Ecology of Organizations1993The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster2004THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY.2004Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis1980Organizations and Environments2008Organizational Ambidexterity: Antecedents, Outcomes, and ModeratorsCited by2022Contextualizing small business resilience during the COVID-19 pandemic: evidence from small business owner-managers2021Organizational Ambidexterity: A Review and Research Agenda2023Unlocking the recipe for organizational resilience: A review and future research directions2024Building entrepreneurial resilience during crisis using generative AI: An empirical study on SMEs2023Organisational resilience, ambidexterity and performance: the roles of information technology competencies, digital transformation policies and paradoxical leadership2022Linking resource slack to operational resilience: Integration of resource-based and attention-based perspectives2022Revisiting Small- and Medium-Sized Enterprises’ Innovation and Resilience during COVID-19: The Tourism Sector2023Intelligent manufacturing for strengthening operational resilience during the COVID-19 pandemic: A dynamic capability theory perspective