Entrepreneurial Ecosystem Constraints for MSME Resilience: Evidence from Indonesian Multiple-Case Study

This study examines how entrepreneurial ecosystem constraints shape MSME resilience in the Jakarta–Bogor–Depok Indonesia corridor using a qualitative multiple-case design. Drawing on 20 MSME case reports across food and beverage, retail, services, and small-scale manufacturing, the study addresses two questions: (1) which ecosystem domains are the most binding constraints, and (2) how MSMEs convert ecosystem resources into resilience outcomes. The analysis shows that market pressure is the most universal constraint (20/20 cases), followed by digital-managerial support infrastructure gaps (18/20), supply chain volatility (13/20), and finance, human capital, and institutional constraints (each 12/20 cases). Cross-case evidence identifies four recurrent mechanisms: market pressure is managed through digital channel orchestration and customer engagement; capital constraints are managed through internal cash discipline and partnership-based financing; input volatility is managed through supplier diversification, local sourcing, and inventory control; and skill gaps are managed through internal training and process standardization. Building on these mechanisms, the study develops a threefold resilience typology: Adaptive Leaders, Operational Survivors, and Vulnerable Traditionalists. The main theoretical contribution is to show that MSME resilience is configurational and depends on inter-domain alignment rather than on isolated ecosystem components or entrepreneur-level grit alone. The practical contribution is a typology-based policy logic that prioritizes integrated intervention bundles, which are finance, digital capability, operations, supply chain, and managerial upgrading, over fragmented support programs.