Sprecher
Beschreibung
Small and medium-sized enterprises (SMEs) are the backbone of many economies, particularly in Germany, where the Mittelstand plays a central role in employment and value creation. Yet, SMEs often operate under significant resource constraints, making them particularly vulnerable in times of external disruption. Starting with Covid-19, the convergence of global crises—such as geopolitical conflicts, war in Europe, supply chain disruptions, and a looming global recession—has triggered what many now refer to as a “polycrisis.” For SMEs, these interconnected challenges affect not only day-to-day operations but also long-term strategic positioning.
While short-term responses such as retrenchment or temporary business model adaptations can provide immediate relief, sustainable resilience requires more than survival. Research increasingly points to the strategic importance of innovation—particularly business model innovation—as a key lever for long-term success. Yet, for incumbent SMEs, making significant changes to established business models is tough. Deep-rooted routines, organisational inertia, and resistance to change frequently stand in the way.
This presentation shares insights from my doctoral research project, which investigates how established German SMEs navigate this era of ongoing disruption. Based on a qualitative multiple case study design and a series of semi-structured interviews, the study examines how these firms sense environmental change, seize strategic opportunities, and reconfigure their business models. The analysis is guided by a dynamic capability-based transmission framework, structured around a tripod perspective on strategy, innovation, and leadership.
What enables some traditional SMEs to transform in the face of disruption, while others remain trapped in survival mode? And how can leadership actively foster innovation in organisations that are inherently resistant to change? These are the key questions this talk will explore.
