A growing concern among academics and professionals has placed organizational resilience (OR) at the leading edge of their studies' catalysts because of its peripheral vulnerability to turbulent environments in organizational settings. This research demonstrates the value of competitive advantage and the practices of resilient firms, thereby strengthening organizational resilience in a disruptive environment. Organizational resilience has been established as a process for gaining a competitive edge and enhancing firms' performance in a volatile environment where disruptions, such as epidemics, political turmoil, and economic instability, threaten the sustainability of their operations. Adopting the Dynamic Capability View (DCV), this study investigates proactive (PRO) and reactive (REA) capability configurations in relation to organizational resilience through partial least squares structural equation modeling (PLS-SEM) and fuzzy set qualitative comparative analysis (fsQCA). The study develops the measurement items for organizational resilience to test the proposed hypotheses using PLS-SEM and fsQCA. PLS-SEM finds that flexibility, collaboration, response, and recovery are positive drivers for organizational resilience, whereas fsQCA reveals that flexibility, response, and recovery are sufficient for the same outcome. The combined results indicate that flexibility, responsiveness, and recovery are key conditions for predicting high organizational resilience in a disruptive environment. The combined findings confirm that the measurement items of proactive and reactive performance significantly better align with organizational resilience and meet the "capability" and "resources" suitable criteria of DCV. The combined findings of this research make both theoretical and practical contributions to the foundation of pre-disruptive and post-disruptive resilience.

This study aims to identify the relationship between social self-efficacy, social innovation, resilience, and proactive personality concerning university students’ behavioral intention to engage in social entrepreneurship, particularly in emerging economies, like Bangladesh. A structured questionnaire was utilized to collect quantitative data from 540 students in various disciplines of study as part of the study's quantitative research methodology using partial least squares-Structural Equation Modelling (PLS-SEM) and fuzzy-set Qualitative Comparative Analysis (fsQCA). The analysis reveals that proactive personality traits are associated with the social entrepreneurship intention (SEI) and that leadership orientation is also significant to SEI. The study also demonstrates that social entrepreneurial activities tend toward higher social self-efficacy and resilience, making it crucial to focus on such characteristics while facing social risk and bearing innovations. This study's novelty lies in its focus on the unique combination of psychological traits—social self-efficacy, social innovation, resilience, and proactive personality—and their impact on university students' intention to engage in social entrepreneurship in emerging economies. Additionally, the research emphasizes the importance of integrating leadership skills and social innovation into academic curricula and policy development to foster social entrepreneurship. Practical implications indicate that leadership skills and social innovation should be included in the curricula of educational institutions, and supportive policies should be developed to create available resources for prospective social entrepreneurs.

In the contemporary era, strategic leadership style plays significant role in entrepreneurial performance. The key purpose of this study is to examine the influence of hybrid (self, shared and opinion) leadership in women entrepreneurial performance towards sustainable growth. This mixed method study investigated data in two ways. First, the study analyzed the data and measured the hypotheses employing the partial least squares structured equation model (PLS-SEM) in SmartPLS software 4 packages. Second, fsQCA explores multiple causal relationships between the constructs. The fsQCA results claim that the multiple causal relationships among the shared, self and opinion leadership have strong significant impact on women entrepreneurial performance. In particular, it is addressed that different entrepreneurial performances are positively associated with the extent of self, shared and opinion leadership. Theoretically, this study contributes to the understanding of women leadership behavior in entrepreneurial performance with a mixed statistical analysis. The study has valuable insights for the women entrepreneurs and concerned

Organizational resilience is a key aspect for sustaining comparative benefit and performance amidst uncertainties such as pandemics, political volatility, and financial crises. Despite its significance, limited studies have explored the potential sufficient solutions to resilience-enabling constructs, especially in emerging economies. This research combines the Resource-Based View (RBV) and Transaction Cost Economics (TCE) to propose a theoretical framework for understanding and predicting organizational resilience. Using survey data from 348 respondents serving corporate industries in Bangladesh, we employ Necessary Condition Analysis (NCA) and fuzzy set Qualitative Comparative Analysis (fsQCA) to identify causal configurations to predict organizational resilience. The findings reveal five configurations that are sufficient for achieving high resilience and four configurations associated with low resilience, highlighting the nuanced interplay between resources, costs, and adaptability. Specifically, flexibility, response, recovery, benevolence, and commitment must need conditions for achieving organizational resilience in NCA analysis. In fsQCA analysis, flexibility and commitment are core conditions, whereas response and information sharing are peripheral conditions for achieving high organizational resilience. This study strengthens resilient strategies by demonstrating the supplementary contributions of RBV and TCE. This combination offers policymakers actionable insights to develop resilient strategies that enhance organizational adaptability and performance in turbulent times.