Relational governance mechanisms as enablers of dynamic capabilities in Nigerian SMEs during the COVID-19 crisis

Folajimi Ashiru; Emmanuel Adegbite; Franklin Nakpodia; Nikolina  Koporcic

doi:10.1016/j.indmarman.2022.05.011

Relational governance mechanisms as enablers of dynamic capabilities in Nigerian SMEs during the COVID-19 crisis

Folajimi Ashiru
, Emmanuel Adegbite
, Franklin Nakpodia
, Nikolina Koporcic

Laurea University of Applied Science
Luleå University of Technology
Åbo Akademi University
Nottingham Business School
James Cook University
Durham Business School
University of South Africa

Research output: Contribution to journal › Article › peer-review

35 Citations (Scopus)

112 Downloads (Pure)

Abstract

During the COVID-19 crisis, small and medium-sized enterprises (SMEs) in developing markets, marred by significant institutional voids, grappled with a perennial lack of resources. This article seeks to understand how these SMEs activated their dynamic capabilities to manage business relationships during different phases of the crisis. Relying on the social exchange theory and drawing on semi-structured interviews with 42 business-to-business (B2B) SME owners in Nigeria, we examine the relational governance mechanisms of dynamic capabilities for SMEs during the COVID-19 crisis. Our findings reveal 12 relational governance mechanisms of dynamic capabilities of B2B SMEs. Furthermore, we disaggregate these 12 mechanisms into 34 relational governance micro-foundational components and demonstrate their relevance for B2B SMEs during different stages of the COVID-19 crisis in Nigeria.

Original language	English
Pages (from-to)	18-32
Number of pages	15
Journal	Industrial Marketing Management
Volume	105
Early online date	31 May 2022
DOIs	https://doi.org/10.1016/j.indmarman.2022.05.011
Publication status	Published - Aug 2022

Bibliographical note

This is an open access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/).

Keywords

Social exchange theory
Small and medium-sized enterprises
COVID-19 crisis
Business-to-business markets
Institutional voids
Nigeria

Access to Document

10.1016/j.indmarman.2022.05.011Licence: CC BY

PublishedFinal published version, 2.26 MBLicence: CC BY

Cite this

@article{b316b3623db3437891fb3e838709f1a7,

title = "Relational governance mechanisms as enablers of dynamic capabilities in Nigerian SMEs during the COVID-19 crisis",

abstract = "During the COVID-19 crisis, small and medium-sized enterprises (SMEs) in developing markets, marred by significant institutional voids, grappled with a perennial lack of resources. This article seeks to understand how these SMEs activated their dynamic capabilities to manage business relationships during different phases of the crisis. Relying on the social exchange theory and drawing on semi-structured interviews with 42 business-to-business (B2B) SME owners in Nigeria, we examine the relational governance mechanisms of dynamic capabilities for SMEs during the COVID-19 crisis. Our findings reveal 12 relational governance mechanisms of dynamic capabilities of B2B SMEs. Furthermore, we disaggregate these 12 mechanisms into 34 relational governance micro-foundational components and demonstrate their relevance for B2B SMEs during different stages of the COVID-19 crisis in Nigeria.",

keywords = "Social exchange theory, Small and medium-sized enterprises, COVID-19 crisis, Business-to-business markets, Institutional voids, Nigeria",

author = "Folajimi Ashiru and Emmanuel Adegbite and Franklin Nakpodia and Nikolina Koporcic",

note = "This is an open access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/).",

year = "2022",

month = aug,

doi = "10.1016/j.indmarman.2022.05.011",

language = "English",

volume = "105",

pages = "18--32",

journal = "Industrial Marketing Management",

issn = "0019-8501",

publisher = "Elsevier",

}

TY - JOUR

T1 - Relational governance mechanisms as enablers of dynamic capabilities in Nigerian SMEs during the COVID-19 crisis

AU - Ashiru, Folajimi

AU - Adegbite, Emmanuel

AU - Nakpodia, Franklin

AU - Koporcic, Nikolina

N1 - This is an open access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/).

PY - 2022/8

Y1 - 2022/8

N2 - During the COVID-19 crisis, small and medium-sized enterprises (SMEs) in developing markets, marred by significant institutional voids, grappled with a perennial lack of resources. This article seeks to understand how these SMEs activated their dynamic capabilities to manage business relationships during different phases of the crisis. Relying on the social exchange theory and drawing on semi-structured interviews with 42 business-to-business (B2B) SME owners in Nigeria, we examine the relational governance mechanisms of dynamic capabilities for SMEs during the COVID-19 crisis. Our findings reveal 12 relational governance mechanisms of dynamic capabilities of B2B SMEs. Furthermore, we disaggregate these 12 mechanisms into 34 relational governance micro-foundational components and demonstrate their relevance for B2B SMEs during different stages of the COVID-19 crisis in Nigeria.

AB - During the COVID-19 crisis, small and medium-sized enterprises (SMEs) in developing markets, marred by significant institutional voids, grappled with a perennial lack of resources. This article seeks to understand how these SMEs activated their dynamic capabilities to manage business relationships during different phases of the crisis. Relying on the social exchange theory and drawing on semi-structured interviews with 42 business-to-business (B2B) SME owners in Nigeria, we examine the relational governance mechanisms of dynamic capabilities for SMEs during the COVID-19 crisis. Our findings reveal 12 relational governance mechanisms of dynamic capabilities of B2B SMEs. Furthermore, we disaggregate these 12 mechanisms into 34 relational governance micro-foundational components and demonstrate their relevance for B2B SMEs during different stages of the COVID-19 crisis in Nigeria.

KW - Social exchange theory

KW - Small and medium-sized enterprises

KW - COVID-19 crisis

KW - Business-to-business markets

KW - Institutional voids

KW - Nigeria

UR - https://www.scopus.com/pages/publications/85131629368

U2 - 10.1016/j.indmarman.2022.05.011

DO - 10.1016/j.indmarman.2022.05.011

M3 - Article

SN - 0019-8501

VL - 105

SP - 18

EP - 32

JO - Industrial Marketing Management

JF - Industrial Marketing Management

ER -

Relational governance mechanisms as enablers of dynamic capabilities in Nigerian SMEs during the COVID-19 crisis

Abstract

Bibliographical note

Keywords

Access to Document

Other files and links

Fingerprint

Cite this