SME Resilience to Covid-19

Abstract

The theory of dynamic resource orchestration explains the differentiated response of homogeneous ecosystem organizations to systemic disruptive shocks. The Covid-19 precautionary measures in Kenya have exempted some essential service providers and government agencies, resulting in a differentiated Covid-19 impact across the national SMEs landscape. This article adopted an extractive thematic analysis technique to draw insights from in-depth interviews and discussions with owners and managers of 6 broad-range SMEs considered non-essential services providers excluded from the Covid-19 cessation of movement waiver. The article advanced insights on SMEs' resilience through dynamic resource orchestration capability. It sought to establish whether the possession and orchestration of dynamic resources capabilities differentiated highly resilient SMEs from non-resilient ones. The article identified business diversification, slack finance, intra-stakeholder collaboration, self-reinvention, positive psychology, technology leverage, and cost management as precursory resilience agents within Kenyan SMEs. Research gaps were identified, and recommendations for future research were proposed.

Readiness of SMMEs for the adoption of the fourth industrial revolution in Mamelodi Township

“…Therefore, for SMMEs to be ready for the adoption of the 4IR, they should possess the necessary tangible and intangible assets. However, disruptive events mostly impact small businesses because of their relative lack of resource endowment and limited capabilities, resulting in them being more vulnerable to disruptive occurrences (Ahmed, Kilika, & Gakenia, 2021a). To avoid the digital divide, structural problems, particularly the availability of adequate infrastructure, should be addressed (Sibalukhulu, 2023).…”