The effect of government support on Bureaucracy, COVID-19 resilience and export intensity: Evidence from North Africa

Onjewu, Adah-Kole Emmanuel; Olan, Femi; Nyuur, Richard B.; Paul, Salima; Nguyen, Truc Ha Thanh

doi:10.1016/j.jbusres.2022.113468

Cited by 17 publications

(13 citation statements)

References 144 publications

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“…Added to this, the reluctance of SMEs' to adopt digital processes as indicated by Nassir et al (2023) is illustrated by the moderating effect of e-commerce and innovation only in the nick of time to improve cash flow. Finally, the findings support the evidence offered by Onjewu et al (2023b) signalling the resilience of Moroccan SMEs in the manufacturing, retail and service sectors that are crucial to the national economy.…”

Section: Theoretical Contribution and Implicationssupporting

confidence: 75%

“…Strategy creation diverges from the resource-based view by highlighting the inherent (1) degree of uncertainty, (2) market scenario, (3) resources possessed, (4) strategic actions and (5) competitive advantage to be realized (Furr and Eisenhardt, 2021). Firstly, in terms of the degree of uncertainty, dissimilar to stable environments with gradual change, strategy creation explains firm behaviour under conditions of high volatility and in a shifting landscape where executives have a limited response window (Onjewu et al, 2023b). Secondly, market scenarios that induce strategy creation are typified by serious shocks such as the COVID-19 pandemic (Bratianu and Bejinaru, 2021).…”

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

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Strategy creation behaviour and “last gasp” digitalization as predictors of sales performance and cash flow

Onjewu,

Nyuur,

Paul

et al. 2023

IJEBR

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PurposeAlthough recent literature has examined diverse measures adopted by SMEs to navigate the COVID-19 turbulence, there is a shortage of evidence on how crisis-time strategy creation behaviour and digitalization activities increase (1) sales and (2) cash flow. Thus, predicated on a novel strategy creation perspective, this inquiry aims to investigate the crisis behaviour, sales and cash flow performance of 528 SMEs in Morocco.Design/methodology/approachNovel links between (1) aggregate wage cuts, (2) variable operating hours, (3) deferred payment to suppliers, (4) deferred payment to tax authorities and (5) sales performance are developed and tested. A further link between sales performance and cash flow is also examined and the analysis is conducted using a non-linear structural equation modelling technique.FindingsWhile there is a significant association between strategy creation behaviours and sales performance, only variable operating hours have a positive effect. Also, sales performance increases cash flow and this relationship is substantially strengthened by e-commerce digitalization and innovation.Originality/valueTheoretically, to the best of the authors’ knowledge, this is one of the first inquiries to espouse the strategy creation view to explain SMEs' crisis-time behaviour and digitalization. For practical purposes, to supplement Moroccan SMEs' propensity to seek tax deferrals, it is argued that debt and equity support measures are also needed to boost sales performance and cash flow.

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Section: Theoretical Contribution and Implicationssupporting

confidence: 75%

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

Strategy creation behaviour and “last gasp” digitalization as predictors of sales performance and cash flow

Onjewu,

Nyuur,

Paul

et al. 2023

IJEBR

Self Cite

View full text Add to dashboard Cite

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“…This finding is contradicted with past studies (Onjewu et al, 2023;Taneo et al, 2022). One of the possible explanations is the support offered by government could only be able to provide a short-term relief to those struggling SMEs.…”

Section: Profiles Frequency Count Percentagecontrasting

confidence: 68%

Delving the impact of adaptability and government support in small‐and medium‐sized enterprises business resilience: The mediating role of information technology capability

Choong

Seow

Low

et al. 2023

Contingencies & Crisis Mgmt

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The main aim of this study is two‐fold. First, we examine the combined effect of small‐and medium‐sized enterprises' (SMEs) adaptability, government support and information technology capability in business resilience. Second, we study the mediating effect of information technology capability on the proposed direct relationships. A total of 211 SMEs participated in this survey voluntarily. The proposed model and hypotheses were tested using variance‐based structural equation modelling. The findings disclosed that SMEs’ adaptability and information technology capability are positively related to business resilience. In terms of government support, it is not significantly related to SMEs’ business resilience, while a mediation result is uncovered between government support and business resilience. Additionally, the results revealed that information technology capability mediates the relationship between adaptability and business resilience. Based on the theoretical implications of the existing literature on the SMEs’ business resilience, this study also provides several useful managerial implications for business resilience enhancement.

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“…For SMEs, digital technologies are advancing the progress of entrepreneurship by creating opportunities for entrepreneurs to increase their capability to manage new business models and improve their companies' performances, leverage and competitiveness (Fossen and Sorgner, 2021). Digital technologies have played a key role in growing new, digital-based entrepreneurship and developing related business models (Kraus et al, 2019a, b;Nambisan, 2017;Nambisan et al, 2019;Paul et al, 2023), offer new architectures and opportunities to innovate (Chalmers et al, 2021), gain profitability through social media (Sahaym et al, 2021) and become resilient (Modgil et al, 2022;Onjewu et al, 2023;Santos et al, 2023), as well as innovation (Berger et al, 2021;Khurana et al, 2022;Santos et al, 2023) and digital transformation (Nadkarni and Pr€ ugl, 2021). Still, there is no unified conceptualisation of the role of digital technologies within entrepreneurial modes and how digital technologies create different (micro-) foundations of dynamic capabilities -through different usage, connection, and combination (Henfridsson and Bygstad, 2013) -what in the literature is defined as "infrastructure" (Pipek and Wulf, 2009;Ye et al, 2020).…”

Section: Business Model Pivot and Digital Technologies 773mentioning

confidence: 99%

Business model pivoting and digital technologies in turbulent environments

Balta,

Papadopoulos,

Spanaki

2023

IJEBR

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PurposeThis paper aims to draw on the Dynamic Capabilities View to discuss how small and medium enterprises (SMEs) use digital technologies to develop digital capabilities that will enable them to change their current business model and trajectory, that is, to pivot-within turbulent environments, and subsequently to survive and grow.Design/methodology/approachThe authors collected and analysed qualitative data from 26 SMEs in South-East England that have used digital technologies to pivot during the pandemic. The data was collected via in-depth semi-structured interviews. The authors analysed the data by creating first-order concepts, second-order themes, and aggregating dimensions.FindingsThe findings suggest that (1) digital technologies enable pivoting by facilitating the creation of the following digital capability types: “digital sensing”, “digital seizing” and “digital transforming”; (2) Each of these digital capability types is underpinned by micro-foundations (sub-capabilities) and shaped by the digital culture of the organisation. (3) these capabilities are triggered by the turbulent environment and the existing digital technologies, and are shaped by the digital culture.Originality/valueThe authors contribute to the literature of digital entrepreneurship as the authors illustrate (1) how the micro-foundations of digital capabilities, as facilitated by digital technologies, assist pivoting; and (2) the process from key activities during pivoting to second-order themes that represent micro-foundations to digital (dynamic) capabilities for pivoting in turbulent environments. The study highlights the importance of digital pivoting for businesses in the UK Southeast that have many aspirations for growth and innovation, whilst striving to address multiple challenges including digital divide and literacy, inflation and cost of living crisis, as well as supply chain issues.

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The effect of government support on Bureaucracy, COVID-19 resilience and export intensity: Evidence from North Africa

Cited by 17 publications

References 144 publications

Strategy creation behaviour and “last gasp” digitalization as predictors of sales performance and cash flow

Strategy creation behaviour and “last gasp” digitalization as predictors of sales performance and cash flow

Delving the impact of adaptability and government support in small‐and medium‐sized enterprises business resilience: The mediating role of information technology capability

Business model pivoting and digital technologies in turbulent environments

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