Organisational Performance: Difference in digital resilience in SME and large organisations

ABSTRACT

Organisational capability is the ability of a firm to perform a coordinated task, utilising organisational resources, to achieve a particular result (O`Regan & Ghobadian, 2004). Process alignment and organisational learning culture significantly contribute to organisational dynamic capabilities and ultimately performance (). The literature shows organisational capabilities research in the financial tech industry is often based on samples from large financial tech enterprises. There is little research done on small and medium-sized enterprises (SME). However, in the EU economy about 99% of the enterprises are SMEs (European Commission, 2021). In this research the objective of this study is to examine the influence of dynamic capabilities on digital resilience after cyber security failures in SME compared to large enterprises in FinTech services. Furthermore, SMEs face special challenges because they have fewer options in terms of resources, capabilities, and market power (Dr Nevich & Kriaučiūnas, 2011; Sawers, Pretorius, & Oerlemans, 2008). Therefore, dynamic competence is especially critical for SME competition and success because, unlike their larger peers, SMEs may find it challenging to regularly renew their resource base to respond to a changing environment (Wang, Shi, Jones, 2011). The methods that are going to be conducted for this paper are distinguishable by desk research and field research. Desk research will be applied by examining existing (academic) literature, and applying or examining business models. What models will be used, is dependent on the examined population. Field research will be conducted in the form of semi-structured field-surveys and or experiments. This means some of the questions asked are determined in advance by the interviewer. The order in which the questions are asked is flexible and the respondents can answer completely freely. This leaves room for gathering extra information that would not be available if a structured method is used. The given results from the desk and field research will indicate a baseline that will help to evaluate the conclusions. It is expected to provide a clear picture of the findings from desk research. Literature in the field of dynamic capabilities in SME and large enterprises will lead to a good basis for creating a qualitative survey or experiment. This experiment will then have to substantiate or defend the influence of dynamic capabilities after cyber security failures in SME and large enterprises for the enhancement of cyber resilience. Field research can also provide a picture of the dynamic capabilities and influence on cyber resilience. The relevance lies with the process alignment and organisational learning culture. Lastly the relevance of this paper will also be in SME and large enterprises, as it will thrive from the knowledge this paper will accumulate.

Keywords: Process alignment, learning culture, digital resilience, cultural agility, dynamic capabilities, organisational performance