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Improvising firms: Bricolage, account giving and improvisational competencies in the founding process. IEEE Engineering Management Review, 16: 114–114. Managing in a dangerous world: The national incident management system. Chicago, IL: University of Chicago Press. Building resilience: Social capital in post-disaster recovery. We offer an inductive, grounded theoretical model that emerged from our data that provides insight into and an extension of literature on resilience to adversity and the disaster literature on emergent response groups, opening pathways for management scholarship to contribute in a meaningful way to this grand challenge. In exploring six ventures we found that two distinctive groups emerged in terms of their identification of potential opportunities to alleviate suffering, their access to and use of key resources, the action they took, and ultimately their effectiveness in facilitating resilience. In this inductive case study we explore venture creation initiated by locals in response to suffering following the 2010 Haiti earthquake. Understanding the role of emergent organizations in responding to suffering and building resilience is an important component of the grand challenge of how to effectively respond to disasters. Disaster events threaten the lives, economies, and wellbeing of those they impact.

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