Table 3.

Evidence of Entrepreneurial Interventions made as a crisis management strategy by any business/organization and in general management.

Reference	Details of Crisis/Disaster	Details of Crisis/Disaster management as per Author(s)	EAs taken	EOs used	ESs availed
Crisis management for SMEs: insights from a multiple-case study [89]	Firm C is a US automobile stamping firm, a supplier to three leading automobile manufacturers in Detroit. The technology used by Firm C got obsolete, and therefore, their major customers' de-sourced them, leading them into a crisis.	Immediate actions by Firm-C: 1.Reducing its operational costs by laying-off employees and reducing working time. 2.Switching away from the current target market to an alternate market. Long-term Actions: 1.Adopted a set of activities such as expanding its business, diversifying its customers, and renewing its technological infrastructure.	Crisis plan: The firm established a crisis management plan and a systematic recovery plan through insurance. Business model Pivot: The firm changed its target market. Financial Prudence: Reduced the operational costs by laying off employees and reducing working time. Networking: The top management was proactively communicating with their suppliers and customers to rebuild their relationships.	Proactiveness: Observed their competitors undertake technological innovation and foresaw the crisis. Innovativeness: Undertook technological innovation, as they realized only this could help them sustain in the market. Competitive Aggressiveness: They increased their competitive aggressiveness by investing in technology.	Technology: Updated their technological infrastructure. Investment: Made a significant investment in technology.
Towards the agility of collaborative workflows through an event driven approach – Application to crisis management [13]	This article discusses a software/platform which supports decision-making during crises. The platform's use is illustrated in the context of the Fukushima nuclear disaster. .	1.Crisis responses are generally delayed due to a lack of situational awareness. This article proposes using a software/platform (known as Agility service) that gathers data and uses an agile, collaborative workflow to support decision-makers. 2.Decision-makers can choose an appropriate ‘adaptation tool’ to perform/execute the selected crisis management strategy.	Crisis/disaster management plan: Use of adaptative strategy. Agility: The platform (Agility service) works on the principle that agility is essential during collaboration. Pivot: Used adaptative and pivoting strategies during crises. Networking: This platform facilitated collaboration (through networking) between heterogeneous organizations that are connected with each other.	Proactiveness: The proposed platform proactively orchestrates and drives collaborative situations. Risk-taking: The platform helps the decision-maker to select a crisis management solution with risk as one of the variables.	Technology: Information systems architecture for the development of the platform. Management tools: The ‘Agility service’ platform helps the decision-makers’ use of appropriate tools for crisis response. Resources: The available resources are used as a meta-type variable. Team: The proposed platform helps organizations to collaborate as a team to face crises.
Notre-Dame Is Burning: Learning from the Crisis of a Superstar Religious Monument [73]	The fire accident took place at Notre-Dame in April 2019. The Notre-Dame fire accident was considered a Processual crisis.	Immediate response: 1.Firefighting: 500 firefighters fought the fire till it was completely doused. The firefighters were able to save the cathedral structure and many treasures. 2.Communication: The French President informed the public that the historic monument will be rebuilt. This provided a sense of relief to the people. 3.Plan for restoration/reconstruction: A bill on the restoration of Notre-Dame was immediately drafted and adopted by the National Assembly. Long-term action: 1.Restore/rebuild: Plan to rebuild the cathedral in an innovative way with the use of modern technologies.	Disaster Recovery Plan: A restoration bill was drafted immediately and adopted by the National Assembly. Idea Blitz: Tourists can experience an online digital show during the restoration work so that they are not disappointed. Financial prudence: While seeking funds for restoration, donations were exempted from tax.	Aggressiveness: The national leadership demonstrated aggressiveness to address the crisis. The French President addressed the public from the burning cathedral. Innovativeness: The reconstruction work was planned by calling for an ‘international architectural competition’. The restoration team adopted innovative ways to reconstruct without damaging the existing structure.	Digital technology: During restoration work, the tourists were shown digital movies about the monument. Supportive Government policies: The Government issued supportive policies to overcome the crisis. Leadership: Role played by the Government in taking the views of relevant stakeholders such as Heritage experts, Architects, religious and political views before finalizing the restoration plan.
Intentionally building relationships between participatory online groups and formal organizations for effective emergency response [144]	This paper has presented four case studies Case-1: Violence in Kenya post-election-2007-08, that claimed the lives of around 1500 people.	1.To control the crisis, the media under-reported the severity of political instability. 2.The Minister for Internal security ordered for suspension of the live broadcast of violence. 3.A Kenyan lawyer asked bloggers to develop a software platform to help affected people. 4.Bloggers developed an internet-based platform using Google maps called ‘Ushahidi’, to report the incidents of violence, destruction and provided geo-location where help and relief material was required. 5.The local NGOs ratified the correctness of information provided in ‘Ushahidi’ and provided help and support to affected people.	Being Frugal: A dozen software developers and bloggers designed and build ‘Ushahidi’. This simple and cost-effective solution (Frugal) ensured sharing of information leading towards providing help to affected victims. Agility: Quickly processing/categorizing information in ‘Ushahidi’. This was happening in near real-time by the volunteers. Networking: The Ushahidi volunteers actively build partnerships with Kenyan NGOs and with the local contacts at the site of incidence to provide support.	Innovativeness: Bloggers developing Ushahidi using Google maps. Proactiveness: A Kenyan lawyer calling out bloggers to develop a platform to help violence victims.	Technology: Information Communication Technology (ICT) enabled bloggers to develop Ushahidi. Team: Formation of teams by individuals (Bloggers, NGOs, Social workers, etc.) to develop a system to coordinate peacebuilding efforts in Kenya.
-do-	Case-2: An earthquake of 7.0 magnitude struck Haiti on 12 January 2010, leaving several people homeless without basic amenities.	1.More than 200 Tufts University students, guided by a Ph.D. student, set up the ‘Ushahidi-Haiti’ platform after enabling open-sourcing, and facilitating interactive mapping among multiple users. These volunteers collected, prioritized, and mapped critical information on disaster conditions from e-mail, social media, and web sources. 2.Several Haitian NGOs and telecommunications companies, and formal organizations worldwide worked together to launch a free SMS reporting system called ‘Mission-4636'. 3.As these SMSs reported incidence in the Haitian Creole language, which was not understood by NGOs (English/French-speaking people), a computational linguist from Stanford University called for volunteers to translate these SMSs. 4.More than 1000 volunteers from the Haitian Diaspora in 49 countries translated SMSs through Facebook. These volunteers also categorized and geo-tagged these messages. 5.To process disaster-related information more effectively, the ‘Mission-4636’ reporting system and the Ushahidi-Haiti platform were integrated a week after the earthquake. 6.The Open Street Map (OSM) volunteers used donated satellite imagery to create an accurate map of the country.	Frugal: OSM volunteers using donated satellite imagery to develop a digital map. Idea Blitz: (a) The idea of deploying ‘Ushahidi’ in Haiti as ‘Ushahidi-Haiti’ platform; (b) Subsequently, the ‘Ushahidi-Haiti’ platform being modified with an open chatroom, where volunteers could translate messages; (c) Integration of ‘Mission-4636′ and the Ushahidi-Haiti platform. Bricolage: (a) Diverse resources were brought together by Haitian telecommunication companies, local radio stations, NGOs, and several global organizations to develop and launch ‘Mission-4636'; (b) Translation of SMSs by translators (available resources) staying in 49 countries. Agility: The average processing speed of response for each SMS after its receipt was less than 10 min. Networking: Multiple organizations (Haiti's telecommunication companies, local radio stations, and NGOs) and volunteers worked together.	Proactiveness: (a) In less than 2 h after the earthquake struck Haiti, the Ushahidi-Haiti platform was set-up; (b) a computational linguist calling for volunteers to translate SMS messages. Innovativeness: (a) Updating ‘Ushahidi-Haiti’ platform with chat room for translators, and then integrating it with Mission 4636; (b) Taking the support of translators from 49 counties to translate SMSs, using Facebook.	Technology: Use of the Ushahidi-Haiti platform, Mission-4636, SMS translation, OSM Maps to acquire, process, and share data/information. Funding: Donations obtained from the world bank and imagery companies. Assumed leadership role: (a) A Ph.D. student set up the Ushahidi-Haiti platform and organized more than 200 volunteers to process data. (b) A computational linguist was organizing more than 1000 volunteers to translate SMS messages. Team: Self-formed teams (200 ‘Ushahidi-Haiti’ volunteers, 1000 translators, 600 OSM volunteers) working towards earthquake relief.
-do-	Case-4: An earthquake of 9.0 magnitude struck Japan on 11 March 2011, followed by Tsunamis causing damage to the Fukushima Daiichi Nuclear Power Plant, resulting in enormous amounts of radiation leaking into the environment.	1.Japanese Open Street Map (OSM) community created ‘Sinsai.info’ to develop a crisis mapping project to share information towards supporting disaster management. 2.A participatory online group called Safecast developed a new, low-cost radiation monitoring device called ‘bGeigie Nano’ and then deployed 800 devices to monitor radiation levels at various locations.	Frugal: low-cost development of radiation monitoring device-'bGeigie Nano'. Blitz: Idea to develop a radiation monitoring system, as the government-provided data was felt incomplete and inadequate. Bricolage: Resources across the globe join hands to work together ((a) 200 volunteers participated in this crisis mapping project, (b) 500 OSM volunteers created digital maps, (c) designers, engineers, computer programmers, and scientists developed radiation monitoring device) Networking: Volunteers among OSM and Safecast working together for disaster management.	Innovativeness: An innovative low-cost radiation monitoring device was designed, prototyped, and developed by ‘Safecast’. This was deployed, and approximately 18 million radiation data points were collected.	Technology: Digital technology was used for (a) developing digital maps, (b) generating radiation data. Funding: A crowdfunding platform was used to collect funds for developing the radiation monitoring device. Entrepreneurial team: (a) A team of three key founding members, along with designers, engineers, computer programmers, and scientists, developed a radiation monitoring device. (b) The Japanese OSM community (200 volunteers) jointly created a digital crisis map.
Balancing and stabilizing South Asia: challenges and opportunities for sustainable peace and stability [100]	The constant conflict between India and Pakistan, due to terrorism and the Kashmir issue. This has become one of the major issues between these two countries, fearing escalation to military/nuclear confrontation.	To focus on crisis management rather than conflict resolution. This can be done through 1.Having a sustained approach towards confidence-building measures, 2.Institutionalize crisis management mechanisms, 3.Providing an opportunity for a third-party role, 4.Having a concrete mechanism for conflict resolution of long-standing issues.	Crisis plan: Both countries attempt to divide the bigger issues into smaller issues for working out a solution. Financial prudence: Both countries want to avoid the cost of war. Networking: Role of third-party countries in preventing major military escalations. This networked relationship with other countries helps in preventing crisis escalation. Effectuation: Both India and Pakistan, focusing only on their immediate goals rather than their ultimate goal (conflict resolution). Handling the immediate goal is under the control of the local military power. This is preventing crisis escalation. R&D: The Think-tanks from both countries are advising their respective Governments on long-term strategies.	Innovativeness: A regular confidence-building measure being formulated and adopted from both sides. Proactiveness: Both countries are evaluating the situation and taking corrective actions constantly and, quickly. . Autonomy: Freedom given to the team which undertakes confidence-building measures, especially for building backchannel confidence-building measures.	Technology: Remote possibility of the accidental use of nuclear weapons during peacetime is pre-empted by technological advancement.. Leadership: The national/political leaders' conscious effort to show self-restraint and the “wait and see” approach signals the seriousness of ending the crisis mutually.