Resilience strategies of public organizations and social enterprises: evidence from Slovakia and the Czech Republic

Purpose The COVID-19 pandemic and the war in Ukraine have posed profound challenges to social enterprises and public sector organizations engaged in social service delivery in Slovakia and the Czech Republic. This study examines the resilience strategies employed by these organizations and seeks to discern any notable divergences between social enterprises and public sector entities. Design/methodology/approach We employ a qualitative approach, utilizing semi-structured interviews with key personnel across 28 organizations within the Czech and Slovak Republics, comprising both social enterprises and public sector bodies. Findings Our findings reveal a consistent pattern: social enterprises primarily utilize offensive strategies, such as seeking new resources, exploring new markets and innovating products or services. In contrast, public sector organizations tend to rely on defensive strategies, focusing on streamlining operations, reducing expenses and supporting staff. Originality/value This study addresses a gap in scholarly understanding of how recent crises, including COVID-19 and the war in Ukraine, have impacted management practices in the public and nonprofit sectors across Central and Eastern Europe.