Purpose This study aims to examine how the immediate social environment of entrepreneur-managers contributes to the resilience of SMEs in sub-Saharan Africa. The focus is on emotional and relational proximity, including family support, trusted friendships and mentoring. While resilience is often approached through internal capabilities or market positioning, this study highlights informal, culturally rooted support systems. It seeks to provide a human-centred understanding of how entrepreneurs mobilise close relationships to sustain operations and make decisions under pressure, particularly in fragile contexts such as Cameroon and Chad. Design/methodology/approach A qualitative exploratory design was adopted. This study is based on 20 semi-structured interviews with entrepreneur-managers of SMEs operating in Cameroon and Chad. The selected firms had at least 15 years of activity and had experienced multiple crises. Thematic analysis was used to examine how these entrepreneurs define resilience and how their proxemic environment supported their response to adversity. This approach offers in-depth insight into relational dynamics and informal mechanisms of resilience that formal models rarely capture. Findings This study shows that resilience is shaped by proximity-based support systems. Entrepreneurs rely extensively on emotional bonds with family, friends and mentors to navigate crises. These relationships provide psychological reassurance, moral encouragement and practical advice. In contexts with limited institutional support, they act as primary enablers of adaptive behaviour. The findings indicate that resilience is not solely an internal organisational capacity but a socially embedded process. The proxemic environment emerges as a key, though often overlooked, source of stability and orientation during periods of disruption. Research limitations/implications The qualitative nature and sample size limit statistical generalisation. This study relies on self-reported experiences, which may include subjective interpretations. Nonetheless, the consistency and depth of the data provide a strong basis for future research. Further studies could examine proxemic effects through quantitative approaches or follow their evolution over time with longitudinal designs. The findings invite scholars to integrate relational and emotional dimensions more explicitly into resilience theories, particularly in emerging or fragile economies. Practical implications SME leaders should be encouraged to maintain and strengthen their immediate relational networks. These connections offer informal, trust-based support that proves essential in crisis situations. Entrepreneurship support programmes could integrate mentoring schemes and peer-exchange initiatives grounded in local social practices. In environments where institutional aid is limited, proxemic ties often compensate for structural gaps. Policy interventions aimed at enhancing resilience may be more effective when they align with these informal relational dynamics. Originality/value This study introduces the proxemic environment as a determinant of organisational resilience. It contributes to the literature by linking this concept to the resource-based view and repositioning affective ties and informal support as strategic resources. This study provides empirical evidence from an under-represented region and proposes a socially embedded understanding of entrepreneurial resilience. It expands beyond firm-centred models by showing how everyday human relationships influence adaptation during crises. This perspective is contextually grounded and valuable for economies facing persistent volatility.
Mahamat et al. (2026) studied this question.