Startups and Crisis Management

Contents

1. Paving the way for the ‘new normal’: an introduction to the field

1. Takeaways
2. Overview

1. Reciprocal relationships

3. Theoretical glimpse
4. Looking at the emerging ‘new normal’
5. What does the ‘new normal’ entail?
6. The impetus – COVID-19: an unexpected ‘occurrence’ in a highly technological era
7. The methodology
8. Summary
9. Reflective questions for class

2. Start-up dynamics

1. Takeaways
2. Startup dynamics
3. Demarcation of a startup

1. Startup distinctiveness

4. The external perspective

1. Startups and the context
2. Context and crises
3. Ecosystems
4. Ecosystems and crises

5. The internal perspective

1. Organizational view
2. Management aspects

6. A process view – opportunities and inhibitors

1. Portrayal of startups

7. Inherent disruptors
8. Summary
9. Reflective questions for class
10. References

3. Types of Crises

1. Takeaways
2. Introduction
3. Crisis portfolio
4. Demarcating crises
5. Indicators of disruptive events
6. Crisis dimensions
7. Crisis core topic
8. How does the event topic affect the startup?
9. Sequential crisis events
10. Generation of ‘other indicators’
11. COVID-19 and the new wave of crises
12. Summary
13. Reflective questions for class

4. Born into Crises

1. Takeaways　
2. Born into crises　
3. Conceptual models of startups under crises
4. The role of perception
5. Startups’ views of crises
6. Chronicle of a crisis foretold
7. A closer look at crises: the when, why and what
8. Crisis life cycles and characteristics
9. The distinctiveness of the COVID-19 pandemic crisis
10. Startups create crises　
11. Abilities and skills – enablers or inhibitors to decipher crises?
12. Leadership styles in depicting crises

5. External effects of crises

1. Takeaways
2. Introduction
3. The outward impact of crises
4. Main external concerns
5. Effects across sectors

1. A glimpse into COVID-19
2. Tourism – a unique case

6. External systems affect ecosystems　

1. Stakeholders' feedback – a fertile ground for crisis management
2. A chaos perspective

7. Summary
8. Reflective questions for class　

6. Effects of crises on start-ups – a micro-perspective

1. Takeaways　
2. Micro-perspective – an inward look
3. Process/business innovation
4. The ‘new normal’ in the business
5. Being prepared for the ‘new normal’
6. Making the exception routine　
7. The digitalized entrepreneur　
8. Summary
9. Reflective questions for class

7. Strategy, preparation, and design

1. Takeaways
2. Introduction
3. Startups design the action in the face of crises
4. Startup management’s assessment of the situation
5. Cognitive heuristics

1. Heuristics and biases

6. Designing the strategy
7. The focus of preparation
8. Decision-making in times of crisis
9. Crisis preparedness
10. Designing the required capabilities
11. Summary
12. Reflective questions for class

8. Managing crises

1. Takeaways
2. Introduction
3. Fight or flight?
4. The effective crisis-management plan

1. The concept of change
2. Reframing the concept of acute

5. Implementing the crisis-management protocol
6. Shared coping action
7. Response strategies
8. The entrepreneur’s dilemma
9. Coping with crises using innovative strategies
10. Reviewing business models

1. Delving into the pillars of business models

11. Summary
12. Reflective questions for class
13. References

9. Entrepreneurial psychological capital

1. Takeaways
2. Psychological distress in times of crises
3. Effects of the COVID-19 pandemic on emotional stress
4. Stressors
5. Emotional representations
6. Assessment of stressful events
7. Entrepreneurial psychological capital
8. Summary
9. Reflective questions for class

10. Female entrepreneurship in crises

1. Takeaways
2. Female entrepreneurship: a general overview of its uniqueness and challenges

1. What makes female entrepreneurship an exclusive aspect of entrepreneurship?
2. Business interpretations and perceptions

3. Female entrepreneurship and crises: identification and exploitation
4. Entrepreneurial emotions – a gendered look

1. The dark side of the startup – disruptors
2. Emotional intelligence

5. Strategic orientation from a female entrepreneurship point of view
6. Women’s psychological capital
7. Summary
8. Reflective questions for class

11. Beyond the pandemic: The path to the new normal through case studies

1. Introduction
2. Case 1: The pandemic’s role in stimulating start-up creation
3. Case 2: A start-up that failed due to the crisis
4. Case 3: ‘Put a ding in the universe’ Steve Jobs – Papaya Global
5. Case 4: ‘Against all odds’ – A story of resilience, trust and sustainability: Guesty
6. Case 5: "A pivot is a change in strategy without a change in vision" (Eric Ries) – Bizzabo
7. Case 6: Ecosystem stakeholders embrace startups: Startup México and Dux Capital
8. Case 7: Reciprocity is the name of the game: JetztInvest (JI) – the open innovation platform
9. Case 8: Forging the future: Co-Creation Network Universities (CCNU)

12. References
13. Index

Biography

Dafna Kariv is full-time faculty member at the Adelson School of Entrepreneurship, Reichman University, Herzliya, the Head of the Dual Degree Entrepreneurship-Business Administration, and the Chair of the School’s research Committee. Professor Kariv is also an Affiliate Professor at HEC, Montreal, Canada.

Kariv is the author of seven academic books, and numerous published papers focusing on international entrepreneurship, entrepreneurial performance, female entrepreneurship and psychological aspects of entrepreneurs. She is a recipient of several prized funds, the Ambassador at GINSUM (German Israeli Network of Startups & Mittelstand) and involved in various academic boards.