Small and medium enterprises dynamic capabilities efficacy during COVID-19: moderating role of CEO gender

Abstract

Purpose This study aims to investigate the role of dynamic capabilities (DCs) in the financial performance of the small and medium enterprises (SMEs) during COVID-19. Furthermore, it took chief executive officer gender to moderate the relationship between DCs and financial performance. Design/methodology/approach This study used the survey approach to collect the data. Regression analysis was used on 563 responses to test the proposed hypotheses. Findings The results showed that DCs have a significant positive effect on the SME’s operating level and revenues. Moreover, it also moderates the DCs and financial performance during COVID-19. The results revealed that firms that used the DCs during COVID-19 not only survive during the COVID-19 tough time but also enjoyed a decent revenue level. Originality/value To the best of the authors’ knowledge, this study is the first study to establish the link between DCs and SMEs operating and revenue level during the COVID-19 pandemic in Pakistani settings.

Assessing the impact of macroeconomic uncertainties on bank stability: Insights from ASEAN-8 countries

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The time for the future is now: CEO temporal focus and firms’ identification and interpretation of grand challenges – The example of water scarcity

“…Temporal aspects are especially inherent to grand challenges, as they involve multiple time frames (Ferraro et al, 2015), imply a trade-off of todays' consumption and future generation's needs (Brundtland, 1987), and require actions today that will only materialize in the future. Given this temporal aspect of grand challenges on the one hand, and the outstanding role of Chief Executive Officer (CEO) as chief cognizer (Nadkarni and Chen, 2014) and decision-making authority (Ahmad et al, 2023;Ali et al, 2022;Naseem et al, 2020) that have been shown to play a vital role in explaining the variety of environmental responses (Lewis et al, 2014) on the other hand, we expect CEOs' orientation towards time to affect firms' awareness and hence identification of grand challenges as well as their subsequent interpretation. We utilize the example of water scarcity as a grand challenge and investigate the relationship between CEOs' temporal focus and firms' identification and interpretation of the grand challenge as an opportunity.…”