Journal of Entrepreneurship and Business Resilience

The The Role of Artificial Intelligence in The Digital Transformation of Marketing and Business Resilience

Jelena Mikić — 2025-12-15

Artificial intelligence (AI) is transforming marketing by driving digital innovation and strengthening business resilience in an era of economic volatility. This paper investigates the impact of AI technologies on marketing strategies, operational efficiency, and strategic adaptability through a case study of a Serbian e-commerce platform which has successfully integrated AI tools across content production, personalized customer experiences, and campaign automation. Results confirm that AI-powered solutions such as automated content generation and recommendation systems significantly reduce operational costs, enhance productivity, and increase conversion rates. Additionally, findings emphasize the necessity of hybrid models combining AI automation with human oversight to ensure quality, authenticity, and strategic control. The study demonstrates that empirical implementation of AI enables companies to realize substantial savings, accelerate processes, and achieve measurable business outcomes, making digital transformation not merely an optimization but a strategic imperative for long-term resilience. The paper concludes with practical guidelines for organizations seeking to leverage AI, highlighting challenges related to ethics, privacy, and the human factor in marketing innovation

The Organizational Resilience Models Under Digital Transformation and Creative Destruction: Lessons from Estonia, Lithuania, and Latvia

Mirjana Radović Marković — 2025-12-15

Digital technologies have acted as powerful catalysts for creative destruction across industries, fundamentally reshaping existing routines, organizational structures, and operating conditions. This transformation forces organizations to rapidly adapt and build resilience to withstand the disruptive impact of technological change. Resilience, in this context, refers to the capacity of organizations and societies to anticipate, absorb, and adapt to digital disruptions while continuing to function effectively and even thrive under new conditions.Through creative destruction, digital technologies not only dismantle traditional business models but also enable the emergence of innovative processes and structures. These technological disruptions provide a critical context for understanding today’s technological transformation. While the exact trajectory of these changes remains uncertain, one thing is clear: the future will demand constant adaptation, relentless innovation, and resilient responses to the opportunities and challenges brought by digital transformation.The implications of this transformation—manifested in new business models, innovative strategies, and advanced capabilities—are unfolding at multiple levels: global, national, corporate, and local. The study concludes that digital entrepreneurship advances on the principles of creative destruction, leveraging technology to innovate, disrupt markets, and create entirely new industries. This dynamic brings profound changes in work structures, including the rise of non-standard employment arrangements, requiring new skills, knowledge, and resilient career pathways.Consequently, education systems must evolve toward a model that fosters creativity, resilience, and digital competencies, enabling individuals to adapt to rapidly changing labor markets. This new cycle of innovation not only fuels economic growth but also contributes to a dynamic and competitive business environment capable of withstanding shocks and uncertainties. Thus, there is a strong interconnection between creative destruction, technological advancements, resilience, and digital entrepreneurship—shaping both small and large economies, each with differing capacities to respond to digital challenges.

The Challenges and Prospects of Women Entrepreneurship in Digital Platforms: A Study in Jamalpur District of Bangladesh

Md. Reazul Islam — 2025-12-15

Digital platforms-based business has been very trendy for quite a long time, especially since the COVID-19 pandemic. A digital platform is a system built on technology or setting that enables different individuals or organizations to connect, provide services, or conduct transactions over the internet other digital networks. Women in Bangladesh own the majority of entrepreneurship businesses. This study explores various issues, future thoughts, prospects, challenges of online-based entrepreneurship. There have various obstacles since starting their venture, but they are moving forward with a spirit in their minds and trying to overcome all these difficulties. This mixed-method study covers both quantitative and qualitative data to discover the entire scenarios of women entrepreneurs. In the quantitative method, the online (using Google form) and face-to-face survey is conducted with women entrepreneurs through a semi-structured questionnaire. Five (05) case studies have also been taken through the checklist to support the quantitative data. The total population is 600 and the sample size is 103. A convenience sampling procedure was used to conduct this study. The findings reveal that 71% women entrepreneurs face barriers while starting a business. They also encounter different kinds of problem like family problem, social problem, entrepreneurial problem, personal problem, digital device handling problem, etc. Though there are so many problems, still women want to continue their business because it provides them freedom. In addition, the govt. of Bangladesh and many NGOs are working to accelerate women entrepreneurship in digital platforms.

The Resilience and Organizational Adaptation in Online Education

Sadika Sharmina — 2025-12-15

The objective of this study was to investigate the effectiveness of the online learning system at Bangladesh Agricultural University and its role in fostering resilience among students, faculty, and the institution during the COVID-19 pandemic. Drawing from first-hand academic experience, this study examined the benefits and challenges of virtual education as perceived by learners and academicians in a period of crisis. Designed as a cross-sectional study, it employed a quantitative survey method with simple random sampling, focusing on students’ learning systems and teaching methods.The findings reveal that most students demonstrated a positive attitude toward online classes due to their flexibility for both learners and instructors, which contributed to maintaining educational continuity and organizational resilience. However, from the perspective of both teachers and students, online classes presented significant challenges compared to traditional classrooms. These included technological constraints, limited internet access or insufficient data packages, delayed interactions, and teachers’ difficulties in managing digital tools and communication technologies effectively.Despite these barriers, students benefited from structured content and the ability to revisit recorded lectures multiple times, enhancing learning flexibility and personal adaptability—key aspects of resilience in education. The increasing reliance on online platforms also signals a shift in organizational needs, requiring universities to invest in robust digital infrastructure, teacher training, and innovative strategies for sustainable virtual learning environments. This study contributes original insights into how online education, as implemented in Bangladesh Agricultural University, can serve not only as a learning tool but also as a mechanism for resilience in higher education

The There Is Always a Tomorrow: How Leadership Mind-Set Shapes Organizational Resilience and Performance

Jyotirmaya Satpathy — 2025-12-15

This paper explores the critical role of leadership mind-sets in shaping organizational performance, culture, and resilience. While leadership styles and competencies are widely discussed in the literature, far less attention has been given to the underlying psychological and emotional orientations that determine leadership effectiveness. Leadership mind-sets—encompassing emotional states, cognitive approaches, and decision-making tendencies—significantly influence how leaders interact with employees, manage stress, address challenges, and foster organizational resilience. Positive mind-sets such as optimism, flexibility, empathy, and emotional intelligence contribute to a culture of trust, collaboration, innovation, and adaptability. Conversely, negative mind-sets, including rigidity, cynicism, and authoritarianism, can suppress creativity, reduce employee morale, and weaken organizational resilience. Drawing on transformational, transactional, and servant leadership theories, the paper highlights how different leadership mind-sets either strengthen or constrain organizational outcomes. Transformational leaders, supported by positive and future-oriented mind-sets, enhance innovation and build resilient high-performance cultures. Transactional leaders maintain stability and accountability but may struggle to support adaptability in rapidly changing environments. Emotional intelligence emerges as a particularly influential mind-set component, enabling leaders to regulate emotions, resolve conflicts, motivate teams, and navigate complex organizational dynamics.The findings emphasize that leadership mind-sets are fundamental determinants of long-term organizational success. As organizations confront increasingly volatile and unpredictable environments, cultivating positive leadership mind-sets becomes essential for enhancing organizational resilience, sustaining competitiveness, and achieving lasting prosperity.

From Diversity to Belonging: Reframing Inclusive HR Practices in MENA Region SMEs

Tasnim Away — 2025-12-15

This study examines how small and medium-sized enterprises (SMEs) across the MENA region are evolving from traditional diversity initiatives toward fostering genuine experiences of belonging in the workplace. Drawing on a mixed-methods approach, combining 22 semi-structured interviews, document analysis from 12 SMEs, and a mini-survey (n=72), we assess how inclusive human resource (HR) practices are perceived and implemented. Findings indicate a significant discrepancy between leadership discourse and employee experience: while senior managers frequently promote diversity and inclusion (D&I) rhetorically, employees often report a lack of psychological safety and inconsistent inclusive behaviours. Cultural norms, more than resource limitations, emerge as the primary barrier to meaningful inclusion. Moreover, the concept of “belonging” remains underdeveloped and unevenly experienced across firms. The article contributes to the growing literature on inclusive HRM by offering empirical insights from a region often underrepresented in global D&I research. It calls for more context-sensitive approaches that move beyond policy rhetoric to foster authentic inclusion in SMEs.