Business-to-business open innovation: COVID-19 lessons for small and medium-sized enterprises from emerging markets

Small and medium-sized enterprises (SMEs) from emerging markets are the most vulnerable types of firms, especially in times of crisis due to time and resource constraints. Thus, this paper aims to help SMEs from emerging markets in choosing the right business partners with whom to cooperate to develop relevant innovations in crisis periods in general, and during the COVID-19 pandemic in particular. To obtain relevant insights, qualitative data from SMEs in Bosnia and Herzegovina were collected in March-April 2020. The findings show that SMEs have embraced new collaborations with business customers and competitors, and developed a collaborative mindset opposed to the traditionally competitive way of doing business in emerging markets. Based on the findings, this paper presents a set of recommendations for managers, and suggests several future research opportunities around the management of openness in the context of SMEs from emerging markets

Business-to-business open innovation: COVID-19 lessons for small and medium-sized enterprises from emerging markets

This is the final version. Available on open access from Elsevier via the DOI in this recordSmall and medium-sized enterprises (SMEs) from emerging markets are the most vulnerable types of firms, especially in times of crisis due to time and resource constraints. Thus, this paper aims to help SMEs from emerging markets in choosing the right business partners with whom to cooperate to develop relevant innovations in crisis periods in general, and during the COVID-19 pandemic in particular. To obtain relevant insights, qualitative data from SMEs in Bosnia and Herzegovina were collected in March-April 2020. The findings show that SMEs have embraced new collaborations with business customers and competitors, and developed a collaborative mindset opposed to the traditionally competitive way of doing business in emerging markets. Based on the findings, this paper presents a set of recommendations for managers, and suggests several future research opportunities around the management of openness in the context of SMEs from emerging markets

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

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 seeksto 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