Ms Bisola Ariyo

Job: PhD student

Faculty: Business and Law

School/department: Leicester Castle Business School

Address: De Montfort University, The Gateway, Leicester, LE1 9BH

T: N/A



Personal profile

A doctoral researcher and an associate lecturer in strategic management at De Montfort University. Main research explores resilience capabilities of Nigerian micro and small business during crises. Other research interests include: food security, crisis and business continuity management. Co-researching with an European Commission funded research team who uses Copernicus data to develop solutions for farm extension service/small scale farmers. A self motivated individual who is committed to teaching learning activities and applying appropriate strategies to propel learning. Skilled in analytical and commercial thinking. Also, a collegian to the core and adept at time management.

Presently seeking for new challenges which will allow the combination of teaching with excellence, teaching with research intensive, and outstanding learning experience to learners. Also, looking forward to develop new ideas that will contribute to small business survival and growth regardless of unanticipated changes.

Research interests/expertise

Business Continuity Management
Food Security and Risk Management 
Micro, Small and Medium Enterprise (MSMEs)
Agricultural Sector
Health sector

Areas of teaching

Business Management
Risk Management
Crisis and Business Continuity Management
Operations Management
International Business


De Montfort University
Doctor of Philosophy - PhD, Management and Entrepreneurship 
2019 - 2022

Birmingham City University 
Master's degree, Management and International Business 
2018 - 2019

Ekiti State University
Bachelor's degree, Accounting
2009 - 2013

Honours and awards

The Centre for Enterprise and Innovation (CEI) travel grant - African Academy of Management Conference

Professional licences and certificates

Level 7 Certificate in Strategic Management and Leadership
Chartered Management Institute

Conference attendance

Conference Paper
African Academy of Management 
The Role of Culture Diversity on African SMEs Growth

PhD project


Exploring Resilience Capabilities of Nigerian Micro and Small Businesses during crises


Resilience is becoming a top agenda among scholars and business professionals to deal with both environmental uncertainties and disruptions (Liu and song, 2020). Interestingly, research has found that most organisations that survive crisis build a fundamental capacity, termed as resilience capabilities - it refers to the substantive ability to achieve alternative functioning combinations and the knowledge, skills, abilities and processes for positive adjustment (Teece, Pisano & Shuen, 1997). As of today, the increasing interest in business resilience by scholars worldwide has produced a variety of conceptual frameworks to explicate resilient organisations (Burnard & Bhamra, 2011).

Despite the growing interest, there is limited knowledge and evidence that clarifies how resilience is developed and employed in different organisational levels. While research into business resilience to date has provided considerable evidence on resilience capabilities and its processes in large organisations (Ducheck, 2019; Branicki, Steyer & Sullivan- Taylor), less investigation has been reported on how small firms, especially micro and small enterprises (MSBs) achieve degrees of resilience (Alberti, Ferrario & Pizzurno, 2018) because resilience has been defined uniformly. For instance, resource-oriented research tends to suggest that resilience is the capacity to acquire resources or engage in strategic planning, which small organisations are incapable of.

Regardless, this study argues that MSBs may employ the advantages of less procedural options and processes to build resilience during crises (Mallak & Yildiz, 2016), suggesting that traditional planning may have little value to MSBs. However, there are few or no empirical evidence to explain this issue. This study addresses this gap by integrating and advancing three paradigms; adaptive or second-order resilience (Lee, Vargo & Seville, 2013), the dynamic capabilities framework (Teece, 2007), and mediating micro processes (Adrian & Breda, 2018) to propose a conceptual framework that describes micro and small business resilience capabilities in crisis times. The research is based on qualitative in depth interview with 20 MSB owner - managers in Nigeria.