Abstract
The COVID-19 pandemic introduced an unprecedented global economic shock, disproportionately affecting the micro, small, and medium enterprise (MSME) sector due to inherent resource constraints and limited buffer capacities. This research presents a comparative analysis of the resilience strategies adopted by micro versus small enterprises to navigate the prolonged disruption. Drawing upon the Resource-Based View (RBV) and organizational agility frameworks, the study examines data collected through a multi-regional synthesis and survey-based methodology focusing on adaptive behaviors in emerging economies. The results indicate significant differences in strategic orientation: micro-enterprises primarily utilized social media-driven marketing and informal pivoting to maintain liquidity, while small enterprises engaged in more structured digital transformation and sought formal institutional support. Findings reveal that digital platform capability and environmental dynamism played critical roles in determining the continuity of operations. Specifically, small enterprises demonstrated a higher propensity for technological innovation and formal management initiatives, whereas micro-enterprises relied on localized survival strategies and state-led welfare interventions. The study concludes that while both firm sizes faced severe barriers—including liquidity shortages and supply chain breakdowns—their resilience was contingent upon the agility of their internal management practices and the accessibility of digital ecosystems. Policy implications emphasize the need for differentiated support mechanisms that account for the unique vulnerabilities of micro-scale operators compared to their small-scale counterparts in the post-pandemic 'new normal' of 2023.