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PurposeThe paper sought to uncover the conditions under which managerial capability enhances performance while considering the role of social capital within the unique boundary conditions created by competitive intensity.Design/methodology/approachThe authors use multi-source data from 206 managers and owners of SMEs from a Sub-Saharan African nation – Ghana.FindingsUsing structural equation modeling (SEM) to analysis the data, the findings revealed that social capital serves as a mechanism through which managerial capability influences performance. Furthermore, the results indicate that competitive intensity does not significantly moderate this important indirect relationship. Implications: This study provides relevant knowledge for scholars, practitioners and policymakers on the role of managerial capability and how it may be harnessed in enhancing performance.Originality/valueThis paper provides a holistic understanding of the capability performance relationship in attempts at extending the literature by examining social capital as a mediator and competitive intensity as a contingent factor of this important relationship in a conditional indirect model.

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Although there has been a burgeoning scholarly interest in the effects of COVID-19, the current stream of research remains scattered in different business and management fields and domains. Accordingly, integrative knowledge is needed to drive poignant and relevant examinations of the phenomenon. This study attempts to fill this gap by providing a synthesis of the literature, patterns of research studies, and direction for further development of the field. This study also provides a systematic identification and bibliometric and thematic review of literature, performance analysis, science mapping, and cluster analysis. The study additionally provides suggestions for future research to guide relevant discourse.