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This paper aims to identify firm and entrepreneurial team characteristics that may contribute to resilience in the creative industries (CI) under adverse economic conditions.

It provides case study evidence based on 19 in-depth interviews with small and young creative enterprises in Greece in 2014 that is at the peak of the Greek economic crisis. New information was collected from two follow-up waves conducted in 2017 and during the recent coronavirus disease 2019 (COVID-19) pandemic crisis.

The results suggest that highly internationalized entrepreneurial teams with extensive working and studying experience abroad, which also combine creative expertise with managerial and marketing expertise, are key resilience drivers during economic downturns. Moreover, being export-oriented, serving a diverse customer base and investing in digital technologies seem to allow CI firms to effectively adapt to challenging conditions.

This study adds to the firm-level research on the resilience drivers of small and young enterprises in the CI context. It proposes and empirically tests a conceptual framework to advance the limited knowledge on entrepreneurship and resilience patterns in the CI during crisis periods, emphasizing specific entrepreneurial team and firm characteristics.

The purpose of this paper is to shed light on the emerging concept of autotelic capabilities and their impact on operational capabilities, and in particular, technological capabilities.

Autotelic capabilities and their dimensions are discussed since they constitute a novel framework for new venturing in knowledge‐intensive, low‐tech industries. Links among the dimensions of autotelic capabilities and technological capabilities formation are explored, focusing on production technologies.

The suggested links among autotelic and technological capabilities highlight the need to go beyond individual‐centered explanations of entrepreneurial activities towards the formation of integrated capabilities. They strengthen the assumption that autotelic capabilities exist as higher‐order capabilities in low‐tech but knowledge‐intensive venturing, are very specific, can be managed, and endue new ventures with technological capabilities.

As it is only a theoretical approach, the hypotheses’ validity needs empirical evaluation and further theory building and development. Research could include the rest of operational capabilities, issues of causalities and the empirical exploration of the concept’s generalizability across a variety of contexts.

Entrepreneurial and/or managerial teams should realize the importance of possessing and further cultivating autotelic capabilities in recognizing technological patterns connecting seemingly unrelated pieces of science and technologies. Intentional and organized cultivation of autotelic capabilities supports competitive new venture creation and sustainable development of both operational and dynamic capabilities.

The paper forms a part of the pioneering autotelic capabilities perspective, developed by the authors, which offers an alternative approach to much conventional entrepreneurial thinking. It is an original contribution to relevant literature, with both theoretical and practical value.