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The purpose of this paper is to explore the impact of firm-, finance- and country-specific indicators to the performance of companies under the COVID-19 outbreak.

The study uses a regression performance model for enterprises during the COVID-19 crisis. The investigation is based upon a data set of 5,730 firms from 13 countries collected by the World Bank through enterprise surveys. The author combined the analysis of traditional performance measurements with the testing of relatively novel variables.

This study confirms the significance of multiple factors for company performance: sector, size, participation in exports and market demand for firms’ products. Robust financing solutions during the coronavirus pandemic period include equity contributions, followed by firms’ cash balances and debt. Support by a government, however, has not yet been confirmed as a significant source of finance. This paper also suggests the importance of country-specific factors for the performance of enterprises, including the level of economic development and the corporate governance infrastructure.

The research outcomes might assist regulatory bodies, policymakers and companies in their formulation of public and corporate governance strategies concerning future emergency preparedness and responses.

This paper is among the first empirical studies in the management realm that addresses the impact of COVID-19 on company performance, with cross-national empirical data.

Based on the social exchange theory, the aim of the present study is to examine the effects, both direct and indirect (through sustainability-oriented innovative behaviors [SIBs]), of sustainable project leadership (SPL) on sustainable project performance (SPP). Project management approaches (PMAs) (traditional, hybrid and agile) were examined as conditional factors in the “SPL–SIBs” relationship.

The study employs structural equation modeling based on data collected from 197 software engineering project team members working in the financial industry in Poland.

The study revealed that SPL significantly, positively affected SPP. It also provided evidence for the significant mediating impact of SIBs in the relationship between SPL and SPP and the conditional effect of agile and hybrid PMAs on the “SPL–SIBs” relationship.

The novelty of this work lies in introducing sustainable leadership into project management research, proposing and testing a unique and complex research framework, designing valid scales for measuring SPL and SPP, and suggesting many theoretical and empirical implications.