SME networking capabilities in export markets and contingencies related to power asymmetry and brand assets

This study looks at SME strategic dilemmas in the post-covid world by using the concept of three different but related networking capabilities to deal with the cyclical nature of a business relationship portfolio. The study adds to our understanding of networking capabilities by addressing when specific capabilities (network expansion capabilities, network development capabilities and network management capabilities) should be used by internationalized SMEs towards their partners in export markets. To test the hypothesized structural model, we use survey data from 250 SME manufacturers in the dynamically internationalizing Polish furniture industry. The research results prove that while SME capabilities for business network development and for business network management improve relationships with current retail partners in export markets, network expansion capabilities directly help in improving export market performance. However, the use of networking capabilities is contingent upon external and internal factors. On the one hand, SMEs may more effectively use network expansion capabilities if these are supported by brand assets. On the other hand, SME use of network development capabilities is restricted by the coercive power advantage on the side of export retail partners. © 2023 Elsevier Inc.

Pandemics related-demands upon managers and job crafting in the production sector in Poland

Managers' behaviour is an important determinant of operational performance of manufacturing companies as it is crucial for workforce management. In the time of the COVID-19 pandemic, this group of workers is particularly exposed to high occupational overload, so there is a need to focus on the ways they can proactively activate personal resources to deal with crisis demands. Proactivity and job crafting are among the key elements ensuring the efficient and effective functioning of managers in conditions of high demands. Drawing on the job demands-resources theory (JD-R), this study investigates how distinct new demands upon managers and managers' organizational identification impact on the managers' job crafting. Data were collected during pandemics' outburst using the computer-assisted telephone interviews (CATI) with 147 middle and senior managers from manufacturing companies in Poland, while SEM used to test hypothesized research model. The results show that COVID-19 hindering demands related to general overload increase job crafting only when managers possess high level of organizational identification, while challenging demands connected to information and communications technology use directly leverage job crafting. The findings guide manufacturers that they should be very careful in applying hindering demands in unprecedented environmental changes and always focus on managers' additional personal resources in that context. There should be also more awareness of different types of excessive demands and different psychological mechanism they trigger.