The role of dynamic capabilities and strategic agility of B2B high-tech small and medium-sized enterprises during COVID-19 pandemic: Exploratory case studies from Finland

Zahoor, Nadia; Gölgeci, İsmail; Haapanen, Lauri; Ali, Imran; Arslan, Ahmad

doi:10.1016/j.indmarman.2022.07.006

Cited by 63 publications

(39 citation statements)

References 81 publications

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“…In agreement with our point of view, previous studies that focused on investigating the SR of organizations amidst the COVID-19 pandemic focused mainly on profit seeking organizations such as manufacturing SMEs, hospitality sectors, tourism, restaurants and high-tech SMEs (e.g. Aidoo et al, 2021;Gossling et al, 2020;Gottardello and Karabag, 2022;Jaka et al, 2022;Zahoor et al, 2022). This is mainly because the pandemic's related uncertainty has reshaped clients' demands and behaviors, which challenges organizations and generates financial instability for them.…”

Section: Sample and Data Collectionsupporting

confidence: 86%

Renew or die amidst COVID-19: investigating the effect of organizational learning culture on strategic renewal through strategic reconfiguration and digital transformation

YahiaMarzouk

Jin

2023

JOCM

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PurposeBased on the dynamic capabilities view, the current study aims to empirically investigate the effects of organizational learning culture (OLC), strategic reconfiguration (SREC) and digital transformation (DT), altogether, on Egyptian private hospitals' strategic renewal in the face of the COVID-19 pandemic.Design/methodology/approachThis study adopted a cross-sectional design to collect the data used to carry out mediation analysis. A self-administered questionnaire was used to collect data from a sample consisted of 264 Egyptian private hospitals. The smart partial least square structural equation modeling technique (PLS-SEM) was adopted to test the hypotheses.FindingsThe results demonstrate that OLC directly and positively affects SR. Besides, SREC and DT partially and serially mediate the OLC-SR relationship.Research limitations/implicationsThe sample size was small, covering only Egyptian private hospitals. The results may be different in the manufacturing sector and in other countries. The study was cross-sectional which is limited to trace long-term effects of OLC, SREC and DT on SR. Accordingly, a longitudinal study may be undertaken.Practical implicationsPrivate hospitals' managers must actively explore and dig out valuable resources in order to discover potential information and trends endeavor to redesign internal structures, and reconfigure their current resources, structures and strategies to achieve strategic renewal. The findings also provide new insights to mangers of private sectors' institutions and direct their attention toward adopting the strategic renewal option to survive amidst crises instead of retrenchment, persevering, or quitting business.Social implicationsThe study's results imply that health care providers have sought to improve the capacities of their health care systems to address the patient-level social needs through continuous learning, internal reconfigurations and the transformation toward digitalization to renew their services.Originality/value This study therefore contributes to SR literature by being the first empirical study to introduce an integrative model for the antecedents of SR amidst the pandemic.

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Section: Sample and Data Collectionsupporting

confidence: 86%

Renew or die amidst COVID-19: investigating the effect of organizational learning culture on strategic renewal through strategic reconfiguration and digital transformation

YahiaMarzouk

Jin

2023

JOCM

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“…In recent years, the business world has encountered significant challenges, such as the COVID-19 pandemic and technological disruptions (Ajmal et al, 2022; Hu, 2022; Zahoor et al, 2022). In this context, as part of its flagship event, FRC ‘23, FIIB hosted the Case Writing Competition, Katastasi ‘23.…”

Section: Katastasi: Case Writing Competition: 24th February 2023mentioning

confidence: 99%

Conference Review: FIIB Research Conference 2023: Humanizing Business for a Better World of Work

Pandey

Jain

2023

FIIB Business Review

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“…They make the point that there are two areas of concurrent research-one on dynamic capabilities and one on entrepreneurial resilience, which is a useful way to classify the additional emergent literature. Several focus on determinants of resilience (Fares et al, 2022;Martinelli et al, 2018;Zahoor et al, 2022), while the others consider how SMEs use DCs (i.e. more of a strategic approach).…”

Section: Literature Review and Underpinning Theoretical Frameworkmentioning

confidence: 99%

“…Of those focussing on use of DCs, scholars have considered their importance for SMEs during the pandemic (in this category are : Clampit et al, 2022;Ozanne et al, 2022;P aez et al, 2022;Zahoor et al, 2022). The prior literature applying dynamic capabilities as a theoretical framework to enhance understanding of the impact of COVID-19 on SMEs (Ashiru et al, 2022;Clampit et al, 2022;Dejardin et al, 2022;Dyduch et al, 2021;Malewska et al, 2021;Marco-Lajara et al, 2022;Rashid and Ratten, 2020;Zahoor et al, 2022) has resounding complementarities with the more established pre-and post-pandemic parallel literature on entrepreneurial resilience (e.g. Fares et al, 2022;Macpherson et al, 2015;Manfield and Newey, 2018;Martinelli et al, 2018).…”

Section: Literature Review and Underpinning Theoretical Frameworkmentioning

confidence: 99%

“Stay home, save SMEs”? The impact of a unique strict COVID-19 lockdown on small businesses

Mukherjee,

Scott,

Deakins

et al. 2023

IJEBR

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PurposeIn exploring how small and medium-sized enterprises (SMEs) overcame COVID-19 restrictions by deploying their specific dynamic capabilities to pivot their business models, this article explains the novel approaches that SMEs take and how they have responded to the financial challenges that arose from the pandemic.Design/methodology/approachThe article adopts a dynamic capabilities lens to explain: (1) the specific financial effects of the relatively “short” (seven week) COVID-19 lockdown during March and April 2020 on SMEs; (2) the barriers they faced; and (3) how they overcame these barriers. The data were collected via semi-structured interviews with the owner-manager or a senior manager in each surveyed SME. The interview data were analysed using NVivo.FindingsAnalysis of the findings revealed five key factors: (1) the capability of SMEs to access external resources, especially entrepreneurial finance; (2) their ability to reconfigure resources and plan for the longer term, yet retain flexibility; (3) how entrepreneurial learning provided the capability to deal with the “unplanned” events/uncertainty; (4) the importance of networking and sources of information; and (5) the remarkable optimism for a future recovery, despite the difficulties of the trading period.Originality/valueThis research fills a unique niche, as no previous studies have examined the resilience and dynamic capabilities of SMEs during a complete lockdown and business shutdown of this magnitude. This context, unprecedented in the history of modern economies, offers a new lens through which to understand the mechanisms of business survival and adaptation in times of severe disruptions. No previous studies have been conducted in unique circumstances during a time when SMEs were faced with such a strict lockdown with travel and business completely shut down.

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The role of dynamic capabilities and strategic agility of B2B high-tech small and medium-sized enterprises during COVID-19 pandemic: Exploratory case studies from Finland

Cited by 63 publications

References 81 publications

Renew or die amidst COVID-19: investigating the effect of organizational learning culture on strategic renewal through strategic reconfiguration and digital transformation

Renew or die amidst COVID-19: investigating the effect of organizational learning culture on strategic renewal through strategic reconfiguration and digital transformation

Conference Review: FIIB Research Conference 2023: Humanizing Business for a Better World of Work

“Stay home, save SMEs”? The impact of a unique strict COVID-19 lockdown on small businesses

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