Table 1.

Open and axial coding.

Axial coding	Open coding		References
Categories	Subcategories	Concepts
Causal conditions (A)	Aa. Economic Management	1. Receiving disaster loans (crisis);	7
		2. Income diversity;	8
		3. Previous financial resources;	4
		4. Liquidity management;	9
		5. Control and reduce costs;	6
		6. Manage and increase sales.	6
	Ab. Health factors	1. Equipping the business environment with various sanitary devices (proper ventilation, etc);	4
		2. Providing disposable health tools to personnel in order to comply with protocols (masks, etc);	9
		3. Equipping businesses with early diagnostic tools (Fever gauge, etc).	6
		4. Adherence to health protocols;	10
		5. Daily staff checkup.	8
	Ac. Human resources management	1. Continuous updating of personnel health information in dealing with the corona crisis;	8
		2. Improving the skills of personnel in observing health protocols;	10
		3. Time flexibility in the presence of personnel;	9
		4. Flexibility of location in the presence of staff (doing things remotely if possible).	9
	Ad. Adaptation factors	1. Continuous environmental monitoring, continuous planning and adaptation to environmental changes and their timely implementation;	8
		2. Provide consistent systematic responses (short, medium and long term);	7
		3. Use of crisis adaptive technologies in business model	11
Intervening conditions (B)	Ba. Business management	1. Crisis management and proper accountability;	7
		2. Condition-based planning for the business;	8
		3. Develop and present appropriate strategies for business continuity.	9
	Bb. Legal supports	1) Proper management and policy making;	12
		2) Providing infrastructure adapted to crisis situations (increasing antenna coverage in villages in remote areas);	9
		3) Support policies for low-interest (or even non-interest-bearing) lending;	9
		4) Increase partnership and cooperation between enterprises, government and other private organizations;	8
		5) Develop and provide crisis preparedness and management instructions;	8
		6) Government support in providing health services to businesses;	6
		7) Monitoring the proper implementation of health protocols.	7
Contextual conditions (C)	Ca. social factors	1) Increasing membership in indigenous and non-indigenous social networks with the aim of benefiting from experiences;	5
		2) Increasing trust, participation and cooperation in observing preventive measures among personnel and customers;	6
		3) Increase cooperation throughout the supply chain in the business.	4
	Cb. cultural factors	1) Strengthening the entrepreneurial culture in business with the aim of providing products or services that are creative and adapt to new conditions and gain a competitive advantage;	8
		2) Elimination of incorrect and opposing cultures by controlling and preventing the spread of coronavirus (elimination of handshake, etc.).	6
	Cc. psychological factors	1) Increase staff motivation in relation to business continuity;	7
		2) Increase staff resilience in relation to business continuity;	8
		3) Strengthen the motivation of personnel with coronavirus.	6
Phenomenon (D)	Da. Low resilience of rural entrepreneurial businesses in the face of the COVID-19 crisis	1) Discontinuation of rural entrepreneurial businesses in the face of the COVID-19 crisis	26
		2) Lack of adaptability of rural entrepreneurial businesses in the face of the COVID-19 crisis	25
Action strategies (E)	Ea. Planned resilient actions	1. Development and modification of marketing strategies based on crisis conditions;	10
		2. Human resource training;	6
		3. Develop and provide health instructions;	7
		4. Monitoring the proper implementation of health protocols;	8
		5. Reform of financial management based on crisis conditions;	8
		6. Development of crisis-adapted infrastructure;	8
		7. Exploiting emerging environmental opportunities.	7
	Eb. Unplanned resilient actions	1) Sales of some business equipment and machinery;	5
		2) Sale of part of the company's shares;	5
		3) Temporary deactivation of the business;	6
		4) Reducing the quantity of production;	4
		5) Decreased production quality.	5
Consequences (F)	Fa. Adapting to crisis conditions and increasing resilience in the long run	1) Business continuity;	8
		2) Recovery of business position;	8
		3) Improvement of business position than before of crisis;	9
		4) Business growth and development;	7
		5) More prepared and developed to face future crises.	6
	Fb. Lack of adaptation to crisis conditions and lack of continuity of business survival in the long run	1) More vulnerability in the long run;	7
		2) Bankruptcy and inactivity in the long run.	6

References refer to the number of times a concept is coded and emphasized by participants (53).

Findings of the study.