Building Resilience or Providing Sustenance: Different Paths of Emergent Ventures in the Aftermath of the Haiti Earthquake
通过对2010年海地地震后本地人创办的六家企业的案例研究，发现两类企业在识别机会、获取资源、采取行动和促进韧性方面存在差异，并提出了一个理论模型来解释这些差异。
Disaster events threaten the lives, economies, and wellbeing of those they impact. Understanding the role of emergent organizations in responding to suffering and building resilience is an important component of the grand challenge of how to effectively respond to disasters. In this inductive case study we explore venture creation initiated by locals in response to suffering following the 2010 Haiti earthquake. In exploring six ventures we found that two distinctive groups emerged in terms of their identification of potential opportunities to alleviate suffering, their access to and use of key resources, the action they took, and ultimately their effectiveness in facilitating resilience. We offer an inductive, grounded theoretical model that emerged from our data that provides insight into and an extension of literature on resilience to adversity and the disaster literature on emergent response groups, opening pathways for management scholarship to contribute in a meaningful way to this grand challenge.