The role of management control and integrated information systems for the resilience of SMEs

Abstract

This paper investigates the resilience of small and medium-sized enterprises (SMEs) in relation to the COVID-19 pandemic, particularly the influence exerted by certain factors related to management control, integrated information systems (enterprise resource planning [ERP]), information and communication technology (ICT) systems, and financial resources. For this purpose, leveraging from the dynamic capability theory, in late spring 2020, a questionnaire was sent to limited-liability SMEs in Verona and Vicenza provinces in Italy operating in the manufacturing, construction, and distribution sectors. Respondents were asked to answer a set of questions and to evaluate the resilience of their firms as of January 1, 2020; May 1, 2020; and one year later, as of July 2021. Using a multivariate regression model to analyze data from the 143 questionnaires received, we found a positive influence of budgeting, business continuity tools, availability of supplementary financial resources, and resilience of the entrepreneur on both COVID-19 resilience and the organizational resilience of SMEs. SMEs with a high intention to use ERP systems also had high resilience levels. ICT use for smart working was not statistically significant. Despite the limitations concerning the sample and period considered, we believe that this study contributes to both academic debate, by illustrating the influence of certain managerial and organizational factors on the resilience of SMEs, and practice, by supporting a greater empirical use of management control tools, such as budgets and contingency plans, and integrated information systems (ERP). Our study supports the creation of financial buffers and strengthening the entrepreneur’s resilience for improving SME resilience.

Evaluating the impact of internet communication quality in human resource management on the productivity of construction projects

“…Despite the existence of various principles, methods, and ICT tools, many projects still fail or require fixing due to improper management and communication problems [ 23 ]. To improve project communication management, it is essential to identify realistic practices and their main factors described in the literature and use them in research to select the most appropriate models for construction projects and teams [ 23 , 24 ]. Some key factors that contribute to effective project communication management include, Information technology, Utilizing ICT tools to facilitate communication and information exchange among project stakeholders, communication skills and competence: Ensuring that project team members possess the necessary communication skills to effectively convey information and collaborate with others, communication management plan: Developing a comprehensive plan that outlines communication processes, channels, and responsibilities for all project stakeholders, teamwork: Encouraging collaboration and positive relationships among project team members, clear channels within the organization's structure: Establishing well-defined communication channels to facilitate information flow and reduce misunderstandings [ 25 ].…”

Bridging the Nexus Between Cloud ERP and Enterprise Resilience

“…In addition, cloud ERP establishes strong connections among all departments, monitors business workflow and suggests correcting measures amid disruption (Liu et al, 2018;Manuel Maqueira et al, 2019;Mathieu, 2023). Cloud ERP also facilitates the transparency of secure and reliable information utilizing various predetermined criteria through a synchronized process (Manuel Maqueira et al, 2019;Roffia, 2023), which is applicable in various industry sectors, including retail (Klumpp & Loske, 2021), healthcare (Rodríguez et al, 2021), the automotive industry (Jayender & Kundu, 2021) and banking (Ahmadzadeh et al, 2020). As such, a cloud ERP response efficiently models the enterprise mechanisms such as boosting efficiency, strengthening trust among stakeholders and promoting business performance as well as thrives in short-term and long-term disruptions from a resilience point of view.…”

“…Cloud ERP has beneficial effects, assisting enterprises in strategic decision-making, enabling them to construct adaptation, survival, and recovery plans amid unprecedented and extraordinary outbreak (Nasir et al, 2022;Roffia & Dabić, 2023;Tolga, 2018). Specifically, cloud ERP plays a facilitative role in improving enterprise performance by supporting real-time reconfigurations and swift recovery plans, which ameliorates ER (Jesus & Lima, 2021;Katsaliaki et al, 2021).…”

Organizational Resilience and the Attention-Based View of the Firm—Empirical Evidence from German SMEs

“…Compared to other organizations, SMEs are usually less prepared for crises [32,33]. Although many SMEs have a strategic advantage over larger organizations in their ability to respond quickly to a changing business environment, few fully develop this capability to improve resilience to major crises [29].…”