The need to build a company’s competitive advantage means that the issues related to the development of entrepreneurship and increasing the flexibility of the organization are still relevant, and in the time of the SARS-CoV-2 virus pandemic it becomes even critical. Factors such as entrepreneurial personality and spirit, empathy, humility, innovation, opportunity recognition, self-efficacy, social entrepreneurship, commitment to a cause, intrapreneurship, minority entrepreneurship, new business models, and entrepreneurial resilience, to mention a few, may be relevant to dampen economic hardship during such challenging circumstances. Entrepreneurship concerns activities resulting in the creation of a new organization, but it can be successfully manifested in the internal activities of an existing organization (organizational entrepreneurship), leading to the business development. Organizational entrepreneurship defines the process of strategic renewal of an existing business, as well as the creation of new ventures, products or services, or new strategic positions to drive innovation. It focuses on the organization as a “leading participant” in entrepreneurial processes, not just on the entrepreneurowner. The role of the owner, although socially important, may well be performed by entire organizations that have a decentralized structure and decision-making. Within this area, the construct of entrepreneurial orientation is particularly valuable, widely regarded as one of the factors contributing to capturing the organization’s tendencies towards entrepreneurship. An organization’s entrepreneurial orientation reflects the way a company decides to compete directly or indirectly in the face of emerging opportunities and threats, which are so exacerbated in a pandemic.