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

被引：23

作者：

Ashiru, Folajimi ^{[1
]}

Adegbite, Emmanuel ^{[2
,7
]}

Nakpodia, Franklin ^{[3
,8
]}

Koporcic, Nikolina ^{[4
,5
,6
]}

机构：

[1] Coventry Univ, Fac Business & Law, Sch Strategy & Leadership, Coventry CV1 5DL, W Midlands, England

[2] Nottingham Univ Business Sch, Dept Accounting, Jubilee Campus Nottingham, Nottingham NG8 1BB, England

[3] Univ Durham, Durham Univ Business Sch, Accounting Dept, Durham DH1 3LE, England

[4] Laurea Univ Appl Sci, Ratatie 22, FI-01300 Vantaa, Finland

[5] Lulea Univ Technol, S-97187 Lulea, Sweden

[6] Abo Akad Univ, Sch Business & Econ, Vanrikinkatu 3B, Turku 20500, Finland

[7] James Cook Univ, JCU Singapore Business Sch, 149 Sims Dr, Singapore 387380, Singapore

[8] Univ South Africa, Dept Financial Intelligence, Pretoria, South Africa

来源：

INDUSTRIAL MARKETING MANAGEMENT | 2022年 / 105卷

关键词：

Social exchange theory; Small and medium-sized enterprises; COVID-19; crisis; Business-to-business markets; Institutional voids; Nigeria; MANAGERIAL IMPLICATIONS; BUSINESS RELATIONSHIPS; CORPORATE GOVERNANCE; DESIGN THINKING; CROSS-COUNTRY; TIES; MANAGEMENT; TRUST; STRATEGY; ENTREPRENEURSHIP;

D O I：

10.1016/j.indmarman.2022.05.011

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

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-tobusiness (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.

引用

页码：18 / 32

页数：15

共 108 条

[1]

Adegbite E., 2010, THESIS U LONDON

[2] Good corporate governance in Nigeria: Antecedents, propositions and peculiarities [J].