Stephan, UteZbierowski, PrzemyslawPérez-Luño, AnaWach, DominikaWiklund, JohanAlba Cabañas, MarisleidyBarki, EdgardBenzari, AlexandreBernhard-Oettel, ClaudiaBoekhorst, Janet A.Efendic, AdnanEib, ConstanzeHanard, Pierre-JeanIakovleva, TatianaKawakatsu, SatoshiKhalid, SaddamLeatherbee, MichaelLi, JunParker, Sharon K.Qu, JingjingRosati, FrancescoSahasranamam, SreevasSalusse, Marcus A. Y.Sekiguchi, TomokiThomas, NicolaTorrès, OlivierHoang Tran, MiWard, M.KWilliamson, Amanda JasmineMohsin Zahid, Muhammad2024-02-012024-02-012023Entrepreneurship Theory and Practice, 47(3), 682-723. https://doi.org/10.1177/1042258722110482010.1177/10422587221104820https://hdl.handle.net/10433/19568How can entrepreneurs protect their wellbeing during a crisis? Does engaging agility (namely, opportunity agility and planning agility) in response to adversity help entrepreneurs safeguard their wellbeing? Activated by adversity, agility may function as a specific resilience mechanism enabling positive adaption to crisis. We studied 3162 entrepreneurs from 20 countries during the COVID-19 pandemic and found that more severe national lockdowns enhanced firm-level adversity for entrepreneurs and diminished their wellbeing. Moreover, entrepreneurs who combined opportunity agility with planning agility experienced higher wellbeing but planning agility alone lowered wellbeing. Entrepreneur agility offers a new agentic perspective to research on entrepreneur wellbeing.application/pdfenAttribution-NonCommercial-NoDerivatives 4.0 Internationalhttp://creativecommons.org/licenses/by-nc-nd/4.0/EntrepreneurshipWellbeingAgilityCrisisLife satisfactionSubjective vitalityStressCOVID-19PandemicAdversityResiliencejournal articleopen access