Maritime enterprises operate in a volatile and international environment, making them highly susceptible to crises and disruptions. In such conditions, organisational resilience is essential for mitigating impacts, seizing opportunities and maintaining competitive advantage. This study investigates how competitiveness strategies mediate the relationship between organisational resilience and business performance among micro, small and medium-sized enterprises (MSMEs) in the maritime sector under crisis conditions. An online survey of maritime enterprise managers was analysed using structural equation modelling (SEM) with IBM SPSS and AMOS. Findings reveal that organisational resilience has no direct effect on business performance; instead, its influence is realised through competitiveness strategies. Cost leadership, differentiation, focus and hybrid approaches allow MSMEs to leverage resilience into improved market outcomes. The results underscore the need to translate resilience into a clear strategic direction to generate measurable benefits. Differentiation and hybrid strategies, in particular, appear most effective in strengthening market position. The study also identifies corporate reputation and customer loyalty as key resilience outcomes that should be fostered in both crisis and stable periods. This research provides a rare empirical perspective on organisational resilience in the maritime sector, contributing to a limited body of literature and offering actionable guidance for managers.
Miloševic et al. (Wed,) studied this question.