Résilience et performance post-reprise des PME
In an environment that normalizes crises, the management and entrepreneurship literature encourages actors to draw on their individual and/or organizational resilience. However, few studies have looked jointly at these two forms of resilience, especially for practice beyond creation. This article sh...
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| Autors principals: | , , |
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| Format: | Article ou chapitre numérique |
| Idioma: | Français |
| Publicat: |
2025
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| Accés en línia: | Accès Université d'Orléans et IFPM Accès Université d'Orléans et IFPM |
| Sumari: | In an environment that normalizes crises, the management and entrepreneurship literature encourages actors to draw on their individual and/or organizational resilience. However, few studies have looked jointly at these two forms of resilience, especially for practice beyond creation. This article shows that organizational resilience is a key defensive weapon in a takeover context and suggests that its effects on post-takeover performance in times of major crisis have not been sufficiently investigated. |
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