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<p>Small and medium-sized enterprises (SMEs) increasingly operate under conditions of uncertainty driven by technological change, environmental turbulence, and unexpected disruptions. While organizational resilience has received growing scholarly attention, limited research has examined how SMEs prioritize alternative resilience-related organizational practices when faced with multiple competing options and constrained resources. This study addresses this gap by exploring the strategic prioritization of resilience-related organizational practices among SMEs operating in technopark environments within an emerging economy context. Unlike prior studies that primarily focus on identifying resilience-related capabilities, this study develops a decision-oriented framework that models the prioritization of resilience-related organizational practices as a multi-criteria decision problem under uncertainty, offering a more operational and comparative perspective. Drawing on the organizational resilience and strategic management literature, the study evaluates ten resilience-related organizational practices using six performance-based criteria, including strategic effectiveness, feasibility, implementation speed, flexibility contribution, resource adequacy, and long-term value. An expert-based multi-criteria decision framework employing a Pythagorean fuzzy approach is used to capture ambiguity and hesitation in strategic evaluations. The findings reveal that flexibility contribution and implementation speed are prioritized over resource adequacy, indicating that SMEs emphasize adaptive and rapidly deployable organizational practices under uncertainty. Digitally enabled and human-centered practices, such as telework capability development, strategic use of social media, and employee resilience building, emerge as the most critical organizational practices priorities. By shifting attention from identifying resilience-related factors to understanding how resilience-related organizational practices are prioritized in practice, the study contributes to the social sciences literature on SME resilience and strategic decision-making. The findings also offer practical insights for managers and policymakers seeking to support SME resilience in innovation-driven and resource-constrained environments.</p>

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Prioritizing resilience-related organizational practices in SMEs: a multi-criteria perspective from technopark environments

  • 期刊论文

  • 出版模式：

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  • 发表日期：

    2026年6月22日

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  • Serkan Eti,
  • Halil Yorulmaz

摘要

Small and medium-sized enterprises (SMEs) increasingly operate under conditions of uncertainty driven by technological change, environmental turbulence, and unexpected disruptions. While organizational resilience has received growing scholarly attention, limited research has examined how SMEs prioritize alternative resilience-related organizational practices when faced with multiple competing options and constrained resources. This study addresses this gap by exploring the strategic prioritization of resilience-related organizational practices among SMEs operating in technopark environments within an emerging economy context. Unlike prior studies that primarily focus on identifying resilience-related capabilities, this study develops a decision-oriented framework that models the prioritization of resilience-related organizational practices as a multi-criteria decision problem under uncertainty, offering a more operational and comparative perspective. Drawing on the organizational resilience and strategic management literature, the study evaluates ten resilience-related organizational practices using six performance-based criteria, including strategic effectiveness, feasibility, implementation speed, flexibility contribution, resource adequacy, and long-term value. An expert-based multi-criteria decision framework employing a Pythagorean fuzzy approach is used to capture ambiguity and hesitation in strategic evaluations. The findings reveal that flexibility contribution and implementation speed are prioritized over resource adequacy, indicating that SMEs emphasize adaptive and rapidly deployable organizational practices under uncertainty. Digitally enabled and human-centered practices, such as telework capability development, strategic use of social media, and employee resilience building, emerge as the most critical organizational practices priorities. By shifting attention from identifying resilience-related factors to understanding how resilience-related organizational practices are prioritized in practice, the study contributes to the social sciences literature on SME resilience and strategic decision-making. The findings also offer practical insights for managers and policymakers seeking to support SME resilience in innovation-driven and resource-constrained environments.