Abstract
Disruptions have become a major nightmare for businesses, especially for small business owners. Unlike large companies that have the resources, organizational structure, and innovation capabilities, small business owners have limited resources and tight budgets at their disposal. This is especially true for female small business owners who face additional hurdles in times of disruptions due to a lack of support, insufficient resources, and psychological factors among other limitations. This study explores how Saudi female entrepreneurs in the e-commerce sector manage challenges, adapt to disruptions, and embrace new opportunities during times of crisis and what are the key factors influencing their decision-making processes to ensure business sustainability. Data were collected through semi-structured interviews with 12 women entrepreneurs and analyzed via reflexive thematic analysis. The Theory of Planned Behavior (TPB) was employed as a theoretical lens to interpret the findings and explain the underlying drivers of entrepreneurial action. The findings identify resilience not as a static trait, but as a dynamic, temporal process manifesting across five distinct stages: Motivation, Opportunities, Disruption, Adaptation, and Sustainability. Emotions throughout these stages were analyzed to further examine the role they play in shaping entrepreneurial resilience. The research contributes to the entrepreneurship literature by providing a staged framework of resilience, particularly for women. It also contextualizes resilience as a dynamic capability shaped by crisis-induced shifts in cognition, social pressures, and digital adaptation pathways.
Plain Language Summary
Business disruptions create serious challenges for small business owners who often operate with limited resources and tight budgets. These difficulties can be greater for women entrepreneurs, who may face additional barriers such as limited support and resource constraints. This study examines how Saudi women running e-commerce businesses respond to crises, adapt to disruptions, and sustain their ventures. The study draws on interviews with twelve entrepreneurs and uses the Theory of Planned Behavior to understand their decision-making. The findings show that resilience develops as an evolving process, moving through stages of motivation, opportunity recognition, disruption, adaptation, and sustainability. The results highlight how emotions, social influences, and digital capabilities shape entrepreneurial resilience.
Keywords
Introduction
Disruptions have become a major nightmare for businesses, especially for small business owners. Generally, disruptions can be totally unexpected and unforeseen, such as natural disasters and worldwide pandemics, or they can occur due to internal vulnerabilities or process complexities (Datta, 2017). Since no business is immune to disruption, small business owners need to think not only of survival mechanisms but also of resilience practices for long-lasting results (Steen et al., 2024). Small businesses often have more personalized customer service and community support, which leads them to be highly creative and innovative in their coping mechanisms (Mishrif & Khan, 2023). However, unlike large companies that have the resources, organizational structure, and innovation capabilities, small business owners have limited resources and tight budgets at their disposal. This is especially true for female small business owners who face additional hurdles in times of disruptions due to a lack of support, insufficient resources, psychological factors, social conditions, or challenges related to market demands (Hadjielias et al., 2022; Pareek & Bagrecha, 2017).
According to the APA Dictionary of Psychology, “Resilience is the process and outcome of successfully adapting to difficult or challenging life experiences, especially through mental, emotional, and behavioral flexibility and adjustment to external and internal demands” (Newman, 2005). This definition is widely used in various contexts to indicate that resilience is the capacity of an entity (organization), individual (personal), or social group to recover from disruptive adversity through dynamic adaptation over time (Keyes, 2004; Loh & Dahesihsari, 2013; Tim & Leidner, 2023). This capacity differs from one of the aforementioned groups to another, indicating that it is scalable. For example, individuals can vary in their level of resilience, with some being more resilient than others, and women exhibiting higher levels of resilience than men (Keyes, 2004). In that case, the more resilient a person is, the stronger, more self-regulated, more adaptable, and more willing to take risks they are compared to those who are less resilient (Cappellozza et al., 2019; Keyes, 2004; Steen et al., 2024).
There are many factors that affect an individual’s resilience. For example, mentoring, training, and access to resources are critical, as are strong family bonds and the presence of close friends and family for psychological support (Cappellozza et al., 2019; Keyes, 2004; Steen et al., 2024). On a personal level, the ability to communicate, improvise, recognize others’ emotions (i.e., emotional intelligence), and possess spiritual competence are also important factors that contribute to greater life achievements (Cappellozza et al., 2019; Keyes, 2004; Steen et al., 2024).
Individuals who are business owners or entrepreneurs show some traits of resilience that help them sustain their businesses during times of crisis. The most notable ones are adaptability (e.g., shifting to e-business), creative thinking (e.g., innovative production or customer service), and financial prudence (e.g., sound prior investments decisions; Alhothali & Al-Dajani, 2022; Fu et al., 2022; Lewis, 2022; McMullen et al., 2021).
In Saudi Arabia, small and micro e-businesses have increased significantly due to the government-supported e-commerce ecosystem in the country. This ecosystem aims to increase the percentage of online retail to 80% of the total retail sector and online payments to 70% by 2030 (Riyadh Chamber of Commerce, 2023). As a result, around 40% of e-commerce license holders in the country are female, which is a significant increase compared to only 3,192 licenses granted to both males and females in 2018 (Ministry of Commerce, 2024). Saudi women have experienced a dramatic change in their views of self-efficacy, resulting in significantly positive shifts toward self-employment and independence (Alyoubi et al., 2020; Alzamel et al., 2022). Nonetheless, while the current information system literature presents changes in different aspects of e-commerce, little is known about the factors that influence Saudi female entrepreneurs’ decision-making to help their businesses survive during times of disruption. In particular, this study aims to answer the following questions:
Our aim is to explore disruption as a tool for innovation and business strength rather than destruction. Entrepreneurship is a socially deviant behavior because it introduces novelty, which, by definition, challenges the norms of the status quo (McMullen et al., 2021). Given the immense economic and social shifts Saudi Arabia has experienced in recent years, we are interested in examining the resilience practices and survival mechanisms of women who may have faced significant challenges in running their small and micro businesses.
Theoretical Framework
Disruption to the Business Ecosystem
Disruption can be a catalyst, and the current literature on coping strategies during disruptive events highlights different approaches across various contexts. Hadjielias et al. (2022), for example, explored psychological resilience among small business owners. This longitudinal qualitative study offered a novel conceptualization that linked personal resilience with broader business continuity in the post-COVID-19 pandemic era.
Similarly, Mishrif and Khan (2023) examined how disruptive events accelerated technology adoption in Omani SMEs, particularly in the logistics and supply chain sectors. The findings show that businesses that are more adaptive to technology adoption (and technological transformation) are more likely to embrace future disruptions. Moreover, in their critical study of Business Continuity Management (BCM), Steen et al. (2024) advocate for a shift toward resilience thinking. The authors propose a new BCM model that addresses uncertainty during disruptive times by incorporating aspects of resilience engineering. Although these studies examine general coping mechanisms by business owners or systemic resilience, they pay little attention to gender-specific challenges.
The Theory of Planned Behavior
In 1985, Icek Ajzen developed the Theory of Planned Behavior (TPB) as a psychological framework for the purpose of explaining how individual intentions drive behavior. Intention is influenced by attitude, subjective norms, and perceived control over the behavior (Figure 1; Ajzen, 1985). In the context of this study, TPB provides a lens to understand how a female entrepreneur’s internal drive and perceived ability to manage digital tools influence her decision to persist during a crisis.
The theory of planned behavior constructs (Ajzen, 1985).
The Theory of Planned Behavior has been widely used in a plethora of research across different disciplines, including business studies, to understand decision-making and behavioral patterns. Planned behaviors, such as new venture creation, are intentional and therefore can be predicted based on intentions toward the behavior (McMullen et al., 2021). The theory’s broad applicability makes it a valuable tool for examining how entrepreneurs respond to challenges and adapt to change (e.g., disruption). Critically, for small e-businesses, “Perceived Behavioral Control” often manifests as the entrepreneur’s confidence in navigating digital platforms amidst shifting market conditions (Ajzen, 1991).
Alzamel et al. (2022) used the TPB framework to examine the importance of perceived social support for female business owners’ intentions to continue entrepreneurship, particularly among those with defined and limited financial roles, such as female university students in Saudi Arabia. They found that attitude and self-efficacy significantly affected intention while subjective norms did not significantly influence it. Similarly, Al-Mamary et al. (2020), examined factors influencing entrepreneurial intentions among 261 students at the University of Hail, Saudi Arabia. They found that attitudes toward behavior, self-efficacy, autonomy, risk-taking, proactiveness, and competitive aggressiveness significantly influenced entrepreneurial intentions, while social norms and innovativeness did not.
As Ajzen (2011) indicated, the TPB framework does not account for the direct influence of emotions and past experiences, which are crucial aspects under investigation in our study. Nonetheless, it still provides a solid pathway to understand the relationship between the theoretical variables that provide valuable insights to this study. By integrating emotional factors into this framework, we can better capture the “temporal” nature of how intentions shift as a disruption unfolds (George & Dane, 2011).
Emotions’ Impact on Business Resilience
Emotions play a vital role in shaping entrepreneurial resilience, particularly during crises. Alhothali and Al-Dajani (2022) found that Saudi women entrepreneurs running digital microbusinesses during the COVID-19 pandemic were empowered by positive emotions like passion and optimism, which fostered adaptive behaviors and sustained their businesses despite adversity. Their use of the Broaden-and-Build Theory highlighted how positive emotions contribute to long-term resilience and business continuity.
Emotional challenges, however, often stem from deeper socio-personal issues. Pareek and Bagrecha (2017) investigated the work-life balance challenges faced by women entrepreneurs in small-scale industries (SSIs) in India. They identified fear, anxiety, and work–life balance as major emotional hurdles faced by women in SSIs. These affect not only their well-being but also their ability to sustain and grow their enterprises. Managing relationships and societal expectations were key stressors that demanded emotional strength and adaptive coping strategies. The models developed for addressing work-life balance issues are crucial for analyzing gender-specific coping strategies, especially as socio-personal issues present significant obstacles.
Beyond individual emotions, emotional experiences are shaped by broader sociotechnical contexts. Kohn et al. (2023) showed that personal emotional responses to remote work during COVID-19 were closely tied to how well individuals and systems adapted to digital environments. Greater alignment led to more positive emotions and greater resilience, highlighting the interplay between personal emotions and structural conditions.
In general, the literature review highlights the coping strategies and resilience frameworks that are critical to understanding how Saudi female entrepreneurs in the e-commerce sector manage challenges and adapt to disruptions during crises (RQ1). Additionally, insights from studies on social support and work-life balance provide valuable context for identifying key factors influencing their decision-making for business sustainability (RQ2).
The Saudi Context of Female-Driven Entrepreneurship
Saudi Arabia is among the regions experiencing a growing involvement of women in business and entrepreneurial efforts. In recent years, female self-employment has seen significant growth, with women starting new businesses at a faster rate than men (Alghamdi, 2024).
Research shows a consistent rise in the number of women entrepreneurs, and some official data may even underreport this trend. Although financial gain is important, it is not always the main driver for entrepreneurs. Motivations such as independence, personal fulfillment, and engaging in creative pursuits often influence their choices (Alghamdi, 2024).
Early research into the matter showed that Saudi women entrepreneurs demonstrate confidence, determination, and enthusiasm, alongside a strong need for achievement and personal dedication (Zamberi Ahmad, 2011). The study also highlights that women entrepreneurs face challenges related to finding information, securing financing, navigating bureaucracy, and recruiting workers (ibid). Saqib et al. (2016) highlighted that despite making up nearly half the population, Saudi women have long been underrepresented in the workforce due to entrenched gender norms. Since 2001, female job seekers have outpaced job growth, driving up female unemployment to 28%.
On April 25, 2016, Saudi Vision 2030 was launched. It is a strategic plan designed to lessen the country’s reliance on oil, broaden its economic base, and enhance sectors such as health, education, infrastructure, tourism, and recreation, all while advancing its three central pillars: a vibrant society, a thriving economy, and an ambitious nation. Almost all national programs since then have been aligned with one or more Vision achievement goals. The Ministry of Commerce, for example, has led initiatives to enhance women’s economic participation, including removing guardian consent requirements, prohibiting gender discrimination, ensuring equal access to business services, and facilitating funding for women entrepreneurs in SMEs through specialized business centers dedicated to women across Saudi Arabia (see Figure 2; Saudi Ministry of Commerce, 2022).
Distribution of women’s business centers in Saudi Arabia.
This facilitation has significantly impacted women in business in Saudi Arabia by fostering a more inclusive and supportive environment (Riyadh Chamber of Commerce, 2023). This has led to increased female entrepreneurship, higher workforce participation, and a greater role for women in various sectors of the economy (Alghamdi, 2024). Female labor force participation in Saudi Arabia surged from 23.2% in 2016 to 34.4% by 2022, exceeding the Vision 2030 target of 30% (General Authority for Statistics [GASTAT], 2022). In addition, the Global Entrepreneurship Monitor (GEM) Saudi Arabia Women’s Report reveals that nearly half of Saudi women plan to start a business within 3 years, a 30% increase driven by an inclusive and more encouraging entrepreneurial environment as well as being motivated by wealth creation or necessity (Global Entrepreneurship Monitor [GEM], 2024). The report also indicated that Saudi Arabia boasts the highest female entrepreneurial activity rate among high-income economies at 23% (vs. 27% for men; ibid).
While the rise in entrepreneurial activity among Saudi women is encouraging, especially among youth, there is concern that launching a business does not necessarily equate to long-term sustainability or resilience. As Alhothali and Al-Dajani noted, tracking the progress of Saudi women entrepreneurs is crucial in the coming years, especially with Vision 2030 and the UN Sustainable Development Goals (SDGs) approaching (2022). Many young women may lack the experience, resources, or knowledge to navigate disruptions effectively. Thus, there is a gap in understanding how many of these businesses endure beyond the startup phase and how resilient these entrepreneurs truly are in the face of crisis or change (Aljarodi et al., 2024).
Methodology and Data Analysis
Research Design and Inductive Approach
For the purpose of this study, we conducted an in-depth vertical (i.e., bottom-up) analysis of a problem that is usually tackled from the top down (i.e., by the government). With the exception of the work by Alghamdi (2024), Alzamel et al. (2022), and Alhothali and Al-Dajani (2022), existing literature mainly focuses on top-down strategies, often missing the nuanced, real-world challenges faced by individuals, especially female entrepreneurs. Therefore, we opted for an inductive qualitative approach, employing reflexive thematic analysis with a temporal orientation that follows the guidelines and research designs described by Creswell & Creswell (2018), Guest et al. (2006), and Braun and Clarke (2006, 2021).
This approach was selected to capture how resilience practices emerge, evolve, and stabilize over time, rather than treating resilience as a static phenomenon. While this study relies on a single data source (interviews), the depth and richness of individual narratives provide credible insights into resilience processes among this specific population. It is important to note that although the participants’ businesses are described as individual cases, the study does not employ a case study methodology, as data collection relied exclusively on interviews without additional triangulated sources (Timmermans & Tavory, 2012; Yin, 2018).
Recruitment and Sampling
We used a purposeful sampling technique to select participants. The screening criteria included: Saudi females aged 21 or older (in line with the age of maturity in Saudi Arabia), operating an e-commerce business within Saudi Arabia (primarily using a business-to-consumer [B2C] model), and running their business for over 5 years (at the time of data collection). This timeframe was critical for capturing meaningful insights into the evolution of resilience during periods of significant disruption. Participants were reached through various channels, including connections to the Chambers of Commerce and E-Commerce Council, social media (primarily WhatsApp and LinkedIn), and word of mouth (WoM).
Sample Overview and Data Saturation
Initial outreach was made to over 30 women, resulting in a final sample of 12 participants. Recruiting participants for interviews in this context poses challenges due to fear of exposure, lack of research awareness, or societal pressures, especially in the Gulf Cooperation Council (GCC) region. Nonetheless, this sample size aligns with established guidelines for qualitative research; Guest et al. (2006) demonstrated that data saturation typically occurs within 6 to 12 interviews for relatively homogeneous populations, while Braun and Clarke (2021) note that sample sizes of 6 to 15 are appropriate for focused, in-depth studies (Bahn & Weatherill, 2013).
Data saturation was monitored systematically throughout data collection. Saturation was empirically achieved by the 10th interview, at which point no new codes or themes emerged. Two additional interviews were conducted to confirm saturation. Our homogeneous sample further supports saturation at this sample size, as participants shared similar contextual experiences despite individual variations in responses. We believe that additional interviews would have risked data redundancy without theoretical gain (Morse, 2015).
Furthermore, the final sample of 12 participants represents a diverse cross-section of the Saudi e-commerce landscape. As shown in Table 1, these women have navigated complex regulatory shifts, cultural transitions, and global crises. To preserve the depth of their individual journeys while maintaining the analytical focus of this section, comprehensive biographical portfolios for each participant (detailing their motivations, specific business pivots, and educational backgrounds) are provided in Supplemental Appendix 1.
Demographic Overview of the Study Participants.
Data Collection Procedures
Semi-structured interviews focused on four main areas: general background, experiences during disruptions, strategies for overcoming challenges, and future outlooks. Questions reflected strategies used in e-commerce and how participants adapted them. The interview guide was developed to elicit rich, longitudinal narratives while maintaining semi-structured flexibility. It was organized into four thematic clusters: (1) General Background and Motivation, (2) Challenges and Upheavals, (3) Overcoming Hurdles, and (4) Future Endeavors. To ensure the study remained inductive, questions were phrased neutrally to allow participants to lead the conversation toward the most significant aspects of their resilience journeys. The complete semi-structured interview guide used to facilitate these narratives is provided in Supplemental Appendix 2.
Interviews were conducted virtually via Zoom or by phone; each lasted 30 to 40 min and was recorded. To maximize participant comfort, two participants provided written responses, with WhatsApp used for follow-up clarifications via text or voice notes. This approach is recognized as valid in qualitative research to build rapport, particularly for hard-to-reach populations (Archibald et al., 2019), and in culturally sensitive contexts to provide support (Kaufmann & Peil, 2020). Importantly, we ensured that no data loss occurred. The quality and depth of written responses and recorded voice-note data from WhatsApp interviews were equivalent to those of Zoom interviews, as verified during analysis. As we mentioned earlier, multiple platforms were offered to maximize participation and comfort, particularly when researching Saudi women who may face cultural constraints (Nassir et al., 2019).
Transcription, Translation, and Ethics
The lead researcher (a bilingual Saudi national) transcribed the audio and translated transcripts from Arabic to English. This decision facilitated collaborative analysis and engagement with English-language theoretical frameworks. We prioritized meaning-based translation to preserve cultural nuances, which was verified through back-translation of selected segments. All identifying information was replaced with pseudonyms (e.g., P1-Rima, P2-Samar, etc.) to protect participants’ anonymity and reputations.
Data Analysis Process
Data were analyzed using reflexive thematic analysis following Braun and Clarke’s (2006, 2021) six-phase framework:
Phase 1: Familiarization: Transcripts were read multiple times for immersion; reflections were documented.
Phase 2: Initial Coding: Inductive coding was performed using MAXQDA software to maintain an audit trail.
Phase 3: Theme Development: Codes were clustered into candidate themes (e.g., digital adaptation).
Phase 4: Theme Review: Themes were reviewed against the full dataset for coherence.
Phase 5: Theme Definition: Final themes were refined and named.
Phase 6: Temporal Integration: Themes were organized into emergent temporal phases reflecting resilience as an evolving process.
Transcripts were read repeatedly, inductively coded, and grouped into themes through iterative review and refinement. During analysis, participants’ narratives revealed a clear chronological pattern; therefore, themes were organized within five emergent temporal phases (with emotions as a cross-phased independent theme) reflecting resilience as a dynamic process. This temporal pattern emerged inductively from the data rather than being imposed by our question design, which is common and expected in crisis and resilience research (Giustiniano et al., 2018), where resilience is conceptualized as a dynamic, time-based process rather than a static state (Lengnick-Hall et al., 2011; Nowell et al., 2017). Our thematic questions successfully elicited narratives that revealed how resilience practices evolved over time, which we preserved in our findings presentation to honor participants’ lived experiences.
As illustrated in Figure 3, the code distribution shows consistency across all 12 participants. Our coding system generated over 650 segments. Figure 4 shows “Adaptation” (∼225 occurrences) as the most prominent code, followed by “Disruptions” and “Sustainability.”
Code distribution by participants.
Code distribution by stages.
Analytical Map: From Codes to Timeline Segments
The following table (Table 2) outlines the coding framework developed during Phase 6 of the analysis. While these phases are presented here to illustrate the analytical process and bridge the gap between raw data and theory, they are explored in detail through participant narratives in the Results section.
Coding Framework–From Codes to Themes to Timeline Segments.
Results
This study identifies five distinct stages of the entrepreneurial journey and the emotions associated with them. The following sections provide a detailed analysis of the themes and sub-themes generated from the data, providing a narrative account of how Saudi female entrepreneurs navigate the e-commerce landscape. To provide a more granular view of the participants’ voices and the rich data supporting these findings, an extended narrative including direct participant quotations for each theme is provided in Supplemental Appendix 3.
Stage 1: Motivation
The inception of these e-businesses was driven by a complex interplay of internal and external factors. The first major theme, Personal/Internal Motivation, illustrates how intrinsic needs acted as a catalyst for starting a venture. For some, this was rooted in the spirit of experimentation, such as Samia’s (P6) drive to introduce digital art to the Saudi market. For others, like Batool (P11), Mada (P10), and Norah (P3), entrepreneurship emerged from personal adversity, serving as a constructive way to cope with life’s stressors. This was often coupled with an intrinsic drive for independence and self-fulfillment, exemplified by Safinaz (P7) and Sama (P8), or by Samar’s (P2) determination to transform a long-held dream into a tangible reality.
A second theme, Opportunity-Driven Motivation, highlights how the entrepreneurs responded to environmental cues. Participants like Norah (P3) were motivated by a sense of originality, seeking to introduce unique or unexpected items to the online marketplace. This was frequently tied to the identification of a specific market gap, where understanding customer needs allowed entrepreneurs like Sama (P8) and Samar (P2) to position their businesses as efficient solutions to unmet demands.
The third theme, Social/Impact Motivation, reflects a broader vision beyond individual profit. Zahra (P12) and Rania (P9) were motivated by a broader social mission, specifically the desire to empower young women and reshape local business norms. This often involved a deliberate strategy of breaking into male-dominated fields, where participants felt a responsibility to prove that women could succeed in sectors traditionally closed to them. Emotionally, while this stage was defined by passion and social support, the data revealed a contradiction in the psychological burden of entry; the coexistence of excitement with internal conflict and imposter syndrome suggests that high expectations create a significant internal tension even at the starting line.
Stage 2: Opportunity
As the businesses matured, the Opportunity Stage saw the entrepreneurs leveraging specific catalysts to scale their models. The theme of Recognition Opportunities was central to this expansion, particularly through the emphasis on local content. Rima (P1), for example, utilized Ministry of Culture events to boost her exposure, while Samar (P2) highlighted the importance of awards, such as the ETVC recognition, in validating her business’s contribution to community service.
The theme of Market Opportunities emerged as the participants identified the e-commerce potential within the Kingdom. The official authorization of digital platforms provided a legitimate foundation for growth, allowing businesses to explore alternative opportunities and reach a wider audience than physical storefronts would allow.
The final theme in this stage is Vision 2030 Opportunities, which underscores the impact of macro-level government initiatives. The structural shifts in the Saudi economy, such as the digitization of authentication through the Saudi Business Center, significantly reduced barriers for participants like Safinaz (P7). Similarly, regulatory changes allowed Batool (P11) to expand her operations into training centers. Despite the expansion of these opportunities, the transition was not without emotional cost; participants reported feeling stressed and internally conflicted as they balanced the demands of rapid growth with existing commitments.
Stage 3: Disruption
The Disruption Stage represents a critical turning point where various “stressors” threatened business continuity. Social Stressors were among the most frequent disruptions, primarily stemming from the need to balance work and family. Marriage, relocation, and children often required significant adjustments, as seen in the cases of Rima (P1) and Kadi (P4). This was exacerbated by social resistance to women entering non-traditional industries, such as Batool’s training center or Safinaz’s specialized bakery.
Operational Stressors were often the result of sudden external shocks. The COVID-19 impact was a major disruptor, and while many pivoted, the data also revealed negative cases of total business collapse, such as Mada’s (P10) physical workspace. Supply chain issues and poor logistics plagued Sama (P8) and Rima (P1), while the end of certain hosting contracts due to non-compliance showed that institutional shifts can sometimes be terminal rather than just challenging. These were compounded by Market Dynamics Stressors, where sudden demand surges forced difficult pricing decisions. For micro-businesses like Safinaz’s, the entry of large-scale competition served as a major destabilizing force.
Further disruptions occurred through Brand Management Stressors, where dealing with difficult customers and high expectations caused service shifts for Fadia (P5). The technical challenges associated with the rise of e-commerce demand and shifting hosting platforms also created hurdles for Samar (P2). Additionally, Financial Stressors regarding financial security and the difficulty of engaging investor relations or finding bank guarantors (Mada, P10) hindered progress. Finally, Regulatory Stressors involving complex requirements and the need for certifications/compliance forced participants like Norah (P3) and Samar (P2) to pivot quickly to avoid penalties. Emotionally, this stage was characterized by a dynamic process in which the fear of being mentally drained was met with emotional resilience and active coping.
Stage 4: Adaptation
The Adaptation Stage reflects the strategic pivot points of the journey. The theme of Proactive Planning was the most vital mechanism, focusing on risk mitigation and operational efficiency. This involved sectoral agility and emphasizing identity to retain customers, as demonstrated by Rania (P9) and Kadi (P4). Strategic Partnerships followed, where building a supportive ecosystem through consultation/mentorship and global partnerships allowed entrepreneurs like Batool (P11) to recover quickly.
Leveraging Dynamic Marketing (via social media) was essential for maximizing outreach and maintaining a digital presence. Samia (P6), for instance, invested in specialized technical staff to manage her platform, while others used community-based marketing to sustain sales during low-demand periods. Entrepreneurial Leadership played a key role through team development and adaptive leadership, where participants reframed hurdles as opportunities.
Self-Perseverance was identified as a critical personal trait, involving a lifelong learning mindset and cognitive resilience (Safinaz, P7; Batool, P11). This was complemented by Decision-Making Under Pressure, where participants like Mada (P10) made the critical choice to reinvent the business direction or relocate to maintain operations. Finally, Opportunity Recognition allowed the ladies to use research-driven insights to establish competitive positioning strategies. While this stage was dominated by determination, a paradox emerged where the effort of employing multiple solutions led to uncertainty and decision fatigue, suggesting that adaptation often comes with a significant mental tax.
Stage 5: Sustainability
In the final stage, the focus shifted toward long-term business viability. Strategic Business Continuity was achieved by balancing affordability and sustainability through product diversification, as seen in Samar’s (P2) shift toward AI and robotics workshops. This was bolstered by Digital Integration for Longevity, where a significant technology shift toward utilizing fintech and automation (Mada, P10; Safinaz, P7) prioritized scalability.
The theme of Mission-Oriented Drive proved essential for sustainability, focusing on a future outlook and the goal of systemic change. This involved a deep alignment of passion and patience, though it remained a constant negotiation to balance competitive community pricing with the financial health of the firm. As Mada (P10) observed, sustainability is rooted in a vision that transcends profit. Emotionally, this stage brought a sense of fulfillment, purpose, and confidence, with no negative emotions reported, signaling the successful integration of resilience into the entrepreneurs’ identities.
While the stages above follow a chronological progression, emotional flux remained a constant, non-linear thread. As illustrated in Table 3, the emotional state of the participants shifted from passionate excitement (Stage 1) to stress and internal conflict (Stage 2), peaking in fear and exhaustion during the Disruption Stage (Stage 3). The Adaptation Stage (Stage 4) was marked by a paradox of determination and decision fatigue, eventually resolving into fulfillment and confidence in the Sustainability Stage (Stage 5). This suggests that emotional resilience is not just a byproduct of business success, but a prerequisite for advancing from one stage to the next.
Observations on Emotions Across Business Stages.
Discussion
The findings of this study, as synthesized in the Saudi Women Entrepreneurs Disruptions and Resilience Framework (Figure 5), provide a comprehensive answer to how female entrepreneurs in the Kingdom navigate the complexities of the digital economy. By linking the empirical themes of the five-stage business journey to the Theory of Planned Behavior (TPB), we can understand not just the actions taken, but the psychological and social drivers behind them.
Saudi women entrepreneurs disruptions and resilience framework.
Motivation and the TPB-Attitude Construct
The first aim of this study was to identify how these entrepreneurs manage challenges and embrace opportunities. The Motivation Stage reveals that the foundation of the entrepreneurial journey is rooted in the TPB Attitude construct. The internal drive for experimentation and empowerment, even when sparked by personal adversity, reflects a positive attitude toward the behavior of starting a business. This aligns with Alzamel et al. (2022) and Al-Mamary et al. (2020), who argue that self-efficacy and a strong internal attitude are the primary predictors of entrepreneurial intention. The emotional nuance identified here (where passion coexists with imposter syndrome) suggests that for Saudi women, the “Attitude” toward entrepreneurship is a heavy emotional investment that requires significant internal resilience from the very beginning.
Opportunities, Disruptions, and Subjective Norms
As the journey moves into the Opportunity and Disruption stages, the primary theoretical driver shifts toward Subjective Norms. These stages reflect the influence of the external environment on the entrepreneurs’ decision-making. The “Opportunity” stage highlights the positive impact of societal and institutional shifts, such as Saudi Vision 2030. These government initiatives created a new set of social and regulatory norms that encouraged women to seek recognition through local content and awards. This observation aligns with reports from the Saudi Ministry of Commerce (2022) and the Riyadh Chamber of Commerce (2023) regarding the creation of an enabling environment for SMEs.
Conversely, the Disruption Stage showcases the challenging side of Subjective Norms. The stressors identified (particularly social pressures regarding family balance and resistance to non-traditional industries (demonstrate how external expectations can create barriers to continuity. This reflects the findings of Saqib et al. (2016) regarding the “bureaucratic barriers” and social navigation required in the Saudi context. The condition of breaking down and bouncing back identified in this study suggests that while Subjective Norms can be disruptive, they also provide the friction necessary for entrepreneurs to develop deeper coping mechanisms.
Adaptation, Sustainability, and Perceived Behavioral Control (PBC)
The final two stages, Adaptation and Sustainability, are best explained by the Perceived Behavioral Control (PBC) construct. These stages address RQ1 and RQ2 by demonstrating how participants regained mastery over their ventures. As illustrated in Figure 6, we see that Proactive Planning emerged as the most versatile adaptation method, addressing four major stressor categories. This cross-cutting mechanism indicates that high PBC is maintained through risk mitigation and operational efficiency, supporting the findings of Steen et al. (2024) on the importance of resilience thinking in business continuity.
Adaptation methods (left) and the disruptions they address (right).
The use of Strategic Partnerships to resolve regulatory and compliance challenges is a novel finding in this study. It suggests that for Saudi women, PBC is not just an individual trait but a collective one, where external collaboration enhances internal capability. This echoes Hadjielias et al. (2022) and Mokline and Ben Abdallah (2022), who link personal leadership and collaborative networks to business survival post-COVID-19. Furthermore, Lewis (2022) notes that the absence of such leadership qualities would hinder growth, whereas active planning allows entrepreneurs to determine the course of their own success.
Factors for Sustainability and Future Outlook
In addressing the key factors for business sustainability (RQ2), the study highlights Digital Integration and Mission-Oriented Drives. The significant shift toward AI adoption and fintech is a novel finding that represents a sophisticated evolution of PBC. As the entrepreneurs move into the AI era, they are utilizing technology to prioritize scalability and longevity, a trend supported by Mishrif and Khan (2023). Finally, the sustainability of these businesses is ensured by an alignment between personal vision and social responsibility. As noted by Alghamdi (2024) and Alhothali and Al-Dajani (2022), the transition to a sustainable mindset is driven by a passion for women’s empowerment and systemic change. This confirms that for the modern Saudi female entrepreneur, long-term success requires an alignment between personal-level adjustments and system-level resilience (Kohn et al., 2023).
Contributions of the Study
This study makes several empirically grounded theoretical contributions centered on the resilience of Saudi female entrepreneurs (Table 4):
Mapping Empirical Findings to Theoretical Contributions.
First, we extend the Theory of Planned Behavior (TPB) into a temporal crisis context. We demonstrate that resilience is not a static trait but a dynamic process where Subjective Norms (external pressures) and Perceived Behavioral Control (internal and technical mastery) fluctuate across five distinct stages: Motivation, Opportunity, Disruption, Adaptation, and Sustainability.
Second, our temporal analysis provides empirical granularity to the literature on resilience by identifying eight specific adaptation mechanisms. We show that these mechanisms are not random but are targeted responses (in particular, Strategic Partnerships, Proactive Planning, Dynamic Marketing, Decision-Making Under Pressure, Opportunity Recognition, and Leadership) to six specific types of stressors (Financial, Operational, Market, Regulatory, Social, and Brand).
Third, the study identifies a novel digital pivot within the Sustainability Stage. We highlight that long-term viability for these entrepreneurs is increasingly tied to technological shifts (AI and fintech), moving the conversation beyond simple business survival toward technical scalability and systemic change.
Limitations and Researcher Reflexivity
As with any qualitative study, this research is context-specific and not intended for statistical generalization. While the findings demonstrate strong intersubjective patterns across the 12 participants, they are situated within the unique Saudi socio-economic and cultural context. As Braun and Clarke (2021) note, qualitative research prioritizes depth and transferability over generalizability. Future research could employ cross-cultural designs to examine how these patterns vary in different regional environments.
Researcher Reflexivity is critical to the credibility of these findings. We acknowledge our positionality as Saudi female academics who have personally witnessed the transformation of female entrepreneurship in the Kingdom over the past two decades. This insider status enhanced our ability to recognize culturally specific resilience mechanisms (such as the nuances of navigating family responsibilities alongside Vision 2030 initiatives) that might be overlooked by outside researchers. To mitigate risks of over-familiarity or interpretive bias, we employed reflexive journaling, peer debriefing, and a deliberate search for disconfirming evidence, such as the negative cases of business collapse and the dark side of entrepreneurial emotions.
Finally, while rigorous translation procedures were implemented, we acknowledge that analyzing data across languages may attenuate some linguistic nuances. Despite this, the study offers a robust, empirically grounded account of how Saudi female e-business owners enact resilience over time, providing a foundation for future policy and academic initiatives aimed at sustainable entrepreneurship.
Conclusion and Recommendations
This study has demonstrated that for Saudi female entrepreneurs in the e-commerce sector, resilience is a dynamic, five-stage process. By utilizing the Theory of Planned Behavior, we identified that while Attitude and Subjective Norms drive the initial motivation and recognition of opportunities, it is the restoration of Perceived Behavioral Control through proactive planning and digital mastery that ensures long-term sustainability. The findings highlight a sophisticated evolution in which these women are moving beyond traditional business models toward AI-driven, mission-oriented enterprises.
Based on the empirical evidence of this study, the following recommendations are proposed for Saudi policymakers and entrepreneurship support organizations:
Targeted Mental Health & Resilience Support: Given the early emergence of stress and decision fatigue identified in Table 3, organizations like Monsha’at should provide mentorship programs that focus specifically on psychological resilience and managing the imposter syndrome is associated with high-growth digital ventures.
Streamlined Regulatory Navigation for SMEs: To mitigate the Regulatory Stressors identified in the Disruption stage, the government ought to continue to simplify the certification process and provide regulatory concierges to help female-led startups navigate complex compliance requirements more efficiently.
Fintech and AI Upskilling Initiatives: As digital integration was found to be a key factor for sustainability, specialized training grants should be established to help female entrepreneurs transition from basic e-commerce platforms to advanced fintech and AI-driven operations.
Collaborative Network Frameworks: Since strategic partnerships were found to be an original adaptation mechanism for overcoming institutional barriers, policy initiatives should encourage the formation of female entrepreneurship clusters or pacts where small businesses can pool resources for local supply chains and collective advocacy.
Despite the inevitable tensions and occasional business collapses identified, the Saudi female entrepreneurs in this study exhibited an extraordinary state of breakdown and bounce-back. Their journey reflects the broader transformation of the Kingdom, proving that with the right mix of digital agility and mission-oriented drive, women are not just participating in the economy. They are redefining it.
Supplemental Material
sj-docx-1-sgo-10.1177_21582440261447576 – Supplemental material for E-Business Resilience in the Face of Disruption: Strategies, Challenges, and Opportunities for Saudi Women Entrepreneurs
Supplemental material, sj-docx-1-sgo-10.1177_21582440261447576 for E-Business Resilience in the Face of Disruption: Strategies, Challenges, and Opportunities for Saudi Women Entrepreneurs by Eman Alyami and Lama Khoshaim in SAGE Open
Footnotes
Acknowledgements
The authors would like to thank the twelve entrepreneurs who generously shared their time and experiences for this study. The authors extend their appreciation to the Deanship of Scientific Research at Saudi Electronic University for funding this research (8239).
Ethical Considerations
Ethical approval for this study was obtained through the grant application approved by the Saudi Electronic University (Record No: 8239).
Consent to Participate
All participants provided informed electronic consent prior to the interviews. Participants were informed of their right to withdraw from the study at any time without any risk or penalty.
Consent for Publication
All participants provided explicit consent for the use of anonymized quotations and case details in the publication of this research. All identifying information, including names and specific business entities, has been replaced with pseudonyms (e.g., P1–P12) to ensure confidentiality.
Funding
The authors disclosed receipt of the following financial support for the research, authorship, and/or publication of this article: This study was funded by the Deanship of Scientific Research at the Saudi Electronic University (8239).
Declaration of Conflicting Interests
The authors declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.
Data Availability Statement
Due to the sensitive nature of the qualitative data and the specific cultural context of the participants, the full interview transcripts are not publicly available to protect participant anonymity. However, the coding framework and a comprehensive selection of anonymized excerpts are available from the corresponding author upon reasonable request.*
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References
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