Identification and Analysis of Entrepreneurial Improvisation Strategies in Response to Economic Crises

Objective: Improvisation, as one of the key capacities of entrepreneurs, plays a fundamental role in managing uncertainty and dealing with unpredictable situations. If entrepreneurs are unable to adopt appropriate improvisational strategies in the face of economic crises, their businesses will encounter multiple negative consequences. Firstly, failure to respond promptly and effectively to unpredictable market dynamics can result in the loss of vital opportunities and increased risk of failure. Additionally, organizations may suffer from strategic confusion, resource wastage, and weakened operational efficiency. One of the most important solutions to these challenges is leveraging improvisational skills and developing creative and flexible strategies. However, the mechanisms and patterns of entrepreneurial improvisation and their impact on business success during crises are not yet fully elucidated in the Iranian entrepreneurship literature. Therefore, identifying and analyzing the improvisational strategies of Iranian entrepreneurs in the face of economic crises is regarded as a research necessity. Accordingly, the objective of the present study is to identify and prioritize the improvisational strategies employed by entrepreneurs (owners/managers of businesses) in various industries across the northern provinces (Gilan, Mazandaran, Golestan) when confronting economic crises.

Method: Methodologically, this research employs a mixed (qualitative-quantitative) approach. The qualitative phase utilizes thematic analysis (Braun and Clarke’s model), while the quantitative phase relies on a survey—specifically, the best-worst method. In the qualitative phase, the statistical population consists of university professors and entrepreneurs (owners/managers of businesses) from various industries in the northern provinces (Gilan, Mazandaran, Golestan), with 15 participants selected through snowball sampling. The quantitative phase includes 20 entrepreneurs (owners/managers of businesses) from these provinces. Data collection involved semi-structured interviews in the qualitative part and a multi-criteria decision-making questionnaire in the quantitative part. Qualitative data was analyzed using thematic analysis via MAXQDA 2021, and quantitative analysis was conducted using the best-worst method in EXCEL 2016 and LINGO software.

Results: The main themes extracted as improvisational strategies of entrepreneurs in response to economic crises include five core themes: 1) Resource recombination and bricolage, 2) Rapid and experimental decision-making, 3) Flexibility and pivoting, 4) Networking and leveraging relationships, and 5) Continuous learning from experience, alongside the identification and introduction of 10 sub-themes.

Conclusion: The findings of this study provide valuable guidance for entrepreneurs and decision-makers in the business domain, enabling them to enhance the effectiveness of their responses and policies under crisis conditions. The successful experience of entrepreneurs in applying improvisational and fivefold strategies offers a foundation for designing practical solutions and intelligent policy-making. Familiarity with these strategies enables business managers to adopt creative and flexible responses in the face of pressure and constraints. Training and reinforcing improvisational skills, rapid decision-making, optimal use of available resources, and network development increase organizational survival under uncertainty and strengthen resilience. Furthermore, encouraging continuous learning and utilizing experience offer opportunities for strategic adaptation and ongoing improvement. The results of this study can assist policymakers in developing targeted support programs; policies that provide entrepreneurs with opportunities for agile experimentation and innovation facilitate the adoption of alternative solutions and reduce bureaucracy in times of crisis. Supporting the creation of business interaction networks and facilitating access to specialized consulting are other positive outcomes that should be considered in policy-making. These findings also serve as a roadmap for consultants, helping clients to optimize decision-making and crisis response processes based on the components of improvisation. Training in organizational flexibility, resource innovation, network management, and documentation of successful and unsuccessful experiences play a vital role in improving consultancy effectiveness. Ultimately, the results of this study can serve as a strategic framework for enhancing the resilience and dynamism of the entrepreneurial ecosystem against unpredictable economic crises and pave the way for the growth and development of entrepreneurship.