Table 1.

Prior studies on relational capabilities handling dramatic environmental changes.

Authors	Related concepts on capabilities	Main research insights
Pananond (2007)	Networking capabilities, Technological capabilities	Thai multinational firms adjust their networking capabilities under economic crisis by switching from personalized, relationship-based networks into more formal inter-organizational ties as well as developing industry-specific technological skills
Almor (2011)	Technological capabilities	The resilience to economic crisis may be facilitated by properly developing “tight” networks and customized strategies by small, high-tech Israeli multinationals.
Ikeda and Nagasaka (2011)	Disaster risk copying capabilities	Facing diasters in Japan, there is a need for capabilities developed on network level linking various actors (“government, community and business” actors) to share information, foster communication, group decision making and collaborative actions.
Makkonen et al. (2014)	Regenerative capabilities, renewing capabilities	In the context of global financial crisis of 2008 integrating knowledge through external networks is the core component of renewing capabilities.
Useem et al. (2015)	Natural disaster management	Responding to disaster in Chile, a multi-national mining firm was able to use its local grass-roots relationships, affiliate networks, and partner organizations to assess the damages and achieve better tailor recovery.
Battisti and Deakins (2017)	Capability to integrate resources from external inter-organizational sources	In the post-disaster environment (after earthquake) of New Zealand, a firm’s capability to integrate resources from external sources positively affects the extent to which a disaster impacts its resource base.
Tang et al. (2017)	Cross-sectional cooperation capability	Managing nuclear power plant accidents in China demand developing capabilities combining centralizing political-administrative planning with a network governance mechanism.
Dias et al. (2020)	Innovation capability, developed inter-organizational relationships, NPD	The Portuguese SMEs seem to revise their mechanism of developing new products during a crisis by using greater variety of capabilities to foster innovations.