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The purpose of this paper is to examine the potential success and failure of small‐ and medium‐sized enterprises (SMEs).

An exploratory business success versus failure (S/F) prediction model is introduced, modeled after the Lussier prediction model, using data from Singapore. Using logistic regression analysis, it is found that the Lussier model (p=0.057) and the exploratory model (p=0.047) are significant predictors of business success and failure.

The Lussier model accurately predicted 85.6 percent of the surveyed firms and explained 25 percent of the variance of contributing factors to S/F, and the exploratory model explained 86.3 and 38 percent of the same, respectively. SMEs regard the top four most important factors contributing to their business S/F as: employment, training, and the retainment of high‐quality staff members; prevalence of good products, services, and optimum timing in introducing these in the marketplace; excellent relationships with customers and availability of top managers with good leadership qualities.

It is surprising that while pursuing their respective business activities, the SMEs surveyed in this study regarded government policy and the availability of business finance, amongst other factors, of lesser importance compared to the above‐mentioned four broad variables.

This paper establishes benchmarks that could be helpful to decision makers for improving future business‐related policy formulation and research. Business leaders could pursue their goal of ensuring business successes with better personnel management and leadership training by, for example, taking more business management and leadership courses and personal development. Government public policy makers and others could utilize such a model to assess a firm's potential for success so that society could benefit via the allocation of limited resources toward higher potential firms.

The purpose of this paper is to investigate the impact of networking on business performance by uncovering particular and significant methods of pursuing business connections, for small and medium enterprises (SMEs) in Tangier.

A two-stage design, which incorporated both quantitative and qualitative approaches, was employed in this study. Approaches were employed in succession with the findings from the quantitative phase informing the qualitative phase. Initially, a paper and online survey questionnaire was administered to a population of 365 industrial SMEs to gain some insights on the perceptions of owner-managers of the impact of networking on business performance. Following the quantitative phase, 15 in-depth face-to-face semi-structured interviews were conducted with selected owner-managers of SMEs, forming a judgmental selection, to explore their experiences, beliefs, and attitudes with respect to networking factor.

Both quantitative and qualitative phases of the study found that networking was a significant factor in influencing the success of SMEs. The concept of wasta, the Arabic word for connections, emerged from the qualitative phase. Findings show that using wasta, through politico-business networks is important since it enables access to current information that is crucial for the success of SMEs. The concept of wasta was also mentioned in relation to financial resources and suppliers. Findings revealed that strong relationships with suppliers enable firms to get financial resources in the form of trade credits. Furthermore, the relationship between wasta and human resources was also revealed. Findings showed that owner-managers use their network relations through wasta in order to recruit their staff.

The findings of this study add to the understanding of networking in Arabic countries with the importance of wasta in an economy that functions on relationships. The findings of this study could therefore be useful to international managers to assist their intercultural effectiveness by adjusting to culture-specific networking in Tangier.

This study is among those few studies located in the Middle East North Africa region that explore the performance of SMEs from the perceptions of owner-managers themselves, and not based on aggregate or economic data. It supports previous findings of several studies and contributes additional evidence that suggests the significance of wasta and its impact on SME success.

Many FDI studies focus on the advantages that businesses can gain through internationalization and internalization. More recent research has indicated that such traditional theories or perspectives may not sufficiently explain the subsequent success or failure of a firm’s operation in a foreign country, because the advantages gained through FDIs could be greatly affected by their strategic management in the host country environment. This study focused on the issue of a firm’s resources on its subsidiary’s competitiveness in a foreign country. A survey was undertaken in China. All companies participating in the study were small and medium‐sized Singapore‐China joint ventures and Singaporean wholly owned enterprises in China. The findings indicated that the variance in a firm’s performance in a foreign country can be largely explained by the six dimensions of firm resources: (1) technological resources, (2) owner/top manager’s managerial skills and capabilities, (3) employee’s Guanxi skills, (4) employee’s professional/technical knowledge, (5) the firm’s internal relationships and, (6) the firm’s external relationships. Among these six dimensions, employees’ professional knowledge and Guanxi skills, as well as a firm’s internal and external relationships, are significant predictors of Singaporean SMEs’ success in China.

This study aims to investigate the implementation of lean human resource management (HRM) practices in manufacturing small- and medium-sized enterprises (SMEs) and explore how various factors interact to influence their successful adoption. By exploring the interplay among these factors, the research seeks to identify key drivers affecting the adoption of lean HRM in manufacturing SMEs. Ultimately, the research intends to provide insights that can guide organisations, practitioners and policymakers in effectively implementing lean HRM practices to enhance operational efficiency, workforce engagement and competitiveness within the manufacturing SME sector.

The study combined total interpretive structural modelling (TISM) and Matrice d'Impacts Croisés Multiplication Appliquée à un Classement (MICMAC) analysis. TISM helped in understanding the hierarchical relationship among different factors influencing lean HRM implementation, whereas MICMAC analysis provided insights into the level of influence and dependence of each factor on others.

The research revealed that “top management support” emerged as the most independent factor, indicating that strong support from top management is crucial for initiating and sustaining lean HRM practices in manufacturing SMEs. On the other hand, “employee involvement and empowerment” was identified as the most dependent factor, suggesting that fostering a culture of employee engagement and empowerment greatly relies on the successful implementation of lean HRM practices.

While the study provided valuable insights, it has certain limitations. The research was conducted within the specific context of manufacturing SMEs, which might limit the generalizability of the findings to other industries. Expert opinions introduce subjectivity in data collection. Additionally, the study may not cover all critical factors, allowing room for further exploration in future research.

The findings have practical implications for manufacturing SMEs aiming to implement lean HRM practices. Recognising the pivotal role of top management support, organisations should invest in cultivating a strong leadership commitment to lean HRM initiatives. Furthermore, enhancing employee involvement and empowerment can lead to better adoption of lean HRM practices, resulting in improved operational efficiency and overall competitiveness.

This research contributes to the field by offering a comprehensive exploration of the interplay among factors influencing lean HRM implementation. The use of TISM and MICMAC analysis provides a unique perspective on the relationship dynamics between these factors, allowing for a nuanced understanding of their roles in the adoption of lean HRM practices in manufacturing SMEs. The identification of “top management support” as the most independent and “employee involvement and empowerment” as the most dependent factors adds original insights to the existing literature.

The purpose of this paper is to establish the contextual factors that influence entrepreneurial intention to start the small and medium enterprises (SMEs) in Iran and to investigate why some manufacturing sector entrepreneurs achieve growth objectives while others do not.

In-depth semistructured interviews of 25 participants were used to investigate the contextual factors of entrepreneurship intention. On the basis of the data collected, a thematic content analysis has been carried out.

A set of contextual and cultural factors has been highlighted by the analysis. Data analysis led to the extraction of three main themes: external, internal and personal factors that were found to be significant determinants of entrepreneurship intention. In relation to the effect of these factors on their entrepreneurial behaviors, it emerged that there were the major barriers to entrepreneurial intentions including lack of resources, financial challenges and economic situation, which affected how they made strategic decisions about their plans. Moreover, the findings show that the key dimensions of organizational structure, public policies, social media, education and soft skills development are vital features and being influential in entrepreneurship.

The study has industry-specific, size-specific and region-specific limitations. The qualitative research approach affects the generalizable character of the results.

The research findings have important implications for practicing entrepreneurs, start-ups and policymakers. The manuscript suggests a transition to a more collaborative approach from experts and practitioners in the field through policymakers to tackling the underlying determinants of entrepreneurship intention in Iran as a motive to economic growth. This research is significant since its findings should help regulators and investors better understand the opportunities and threats among manufacturing SMEs. This study implies a step forward in research into the entrepreneurship intention and SMEs literature, since the results differ from the evidence found for large companies in developing countries such as Iran. There is also a great contribution toward the debate regarding the need to consider the context and the type of firm in enterprise development studies.

This is the first empirical study conducted in Iran that explores three key elements of entrepreneurship intention interactively in Iran through qualitative research analysis. The research study fills a literature gap on the determinants of manufacturing SMEs’ functions. This manuscript explores the contextual factors that influence on entrepreneurial behavior in a conflict country context, using a thematic analysis for in-depth results. A new approach to evaluating entrepreneurial opportunities was used. The advantage of this empirical strategy is that it takes into account in more detail the content observations and experiences with the industry-specific insights. It also gives more description about the contingent nature of practice. Moreover, this qualitative research acknowledged the areas of conflict and contradiction around entrepreneurship phenomena among SMEs.

The aim of this study is to examine the factors that lead to success or failure of a small business in the West Bank of Palestine.

This study methodology is a survey research, testing the Lussier model of business success and failure with a sample of 246 small businesses (90 failed and 156 successful) to better understand the reasons of their success or failure using logistic regression statistical analysis.

The model is significant (p = 0.000); it will predict a group of businesses as successful or failed more accurately than random guessing 99 per cent of the time. The model will also predict a specific small firm as successful or failed 94 per cent of the time vs. 50 per cent for random guessing. The r-square is very high (r = 0.70), indicating that the model variables are, in fact, significant predictors of success or failure. Results indicate that having adequate capital, keeping good records with financial controls, making plans and getting professional advice on how to manage the firm are the most important factors for the viability and success of small businesses.

With the high rate of small business failure globally, results of this study provide a list of variables that contribute to the success of small firms. Firms that focus on these important factors will increase their odds of success. Thus, avoiding failure, firms better utilize resources that contribute to economic growth.

This is the first study that looks at success and failure of small businesses in Palestine. There is no one single accepted theory that may be applied to small businesses. This paper aims to further contribute to the global validity of Lussier success and failure model moving toward a theory to better understand why some businesses succeed and others fail.

For Bangladeshi small and medium enterprises (SMEs), the COVID-19 economic shock is remarkable in both its complexity and intensity. SMEs need systemic inspiration to solve the crisis, aligned with a moral and authentic approach that serves both the leader and the follower’s interests. This study aims to conceptualize the innovation-focused success method of SMEs before and after the pandemic to manage the crisis by establishing spiritual leadership based on Islamic perspectives.

To discuss the impact of spiritual leadership on innovation-focused SME performance configuration through the lens of a crisis, a comprehensive literature study has been carried out in which over 360 articles are read and reviewed by the authors. It has also established the reliability and validity of literature analysis. Also, a qualitative investigation has been used to support the direction of the study.

For a subsequent process of scientific deployment and evaluation of its execution, a new applied strategic innovation-focused SME success configuration through spiritual leadership development is made available. The primary value of this paradigm is the potential to calculate and treat the aspects of spiritual leadership obtained from Islamic ideas.

Prior analytical or empirical attempts from multiple viewpoints are subsequently needed to inquire about the proposed conceptualization.

Among the realistic consequences of this analysis is that while a number of leadership paradigms have been embraced by a broad body of leadership studies, the findings indicate that this paper should pay heed to the influential spiritual style of leadership, taking into account Islamic perspectives on the context of crisis. Therefore, Bangladeshi SMEs need to develop and run leadership training programs focused on the Islamic viewpoint of spirituality to encourage the actions of leaders during and after crises.

The legal and moral values of the society would ultimately be upgraded from this conceptualization. Moreover, less corruption in corporate activities would improve the economic prosperity of a nation. It would also contribute to the cross-cultural portrayal of the positive picture of Islam.

This holistic conceptualization describes the mediating role of strategic innovation practices based on theoretical foundations, which have seldom been done in previous research, between the Islamic model of spiritual leadership and SME success during and after a crisis.

This study seeks to investigate perceptions of the role of location on the performance of small and medium enterprises (SMEs) in Tangier, as understood by local owner-managers.

To explore perceptions of the performance/location relationship for SMEs in Tangier, 20 in-depth online semi-structured interviews were conducted with selected owner-managers of SMEs. The judgement sample was selected to explore their experiences, beliefs and attitudes with respect to their performance and location.

Findings of the study revealed that “location” is a salient factor that, in the minds of respondents, materially influences the performance of SMEs in Tangier. Location was mentioned extensively in the interviews, in relation to the “free zones”. Findings showed that firms located within the free zones enjoyed favourable economic conditions, in particular those related to taxation and competition, compared to their counterparts located outside the free zones, which were excluded from these benefits. Furthermore, perceived unfair competition (financial and fiscal incentives in the free zones) damages the performance of the SMEs in Tangier. These findings suggest that the placement of the business in relation to the free zones and in respondents' perception thus became an important financial and emotionally significant perspective on equality in relation to success.

The findings of the study could encourage the government to adopt policies that will assist indigenous firms to benefit from advantages that are comparable to those that are available to those in the free zones. Greater attention to the perceptual effects of location would be advantageous. However, the exploratory nature of the study means that results cannot necessarily be generalised beyond the setting in which the data were collected. Future research should examine the impact of location for SMEs in a broader sample of countries.

This study is among those few studies located in the Middle East North Africa (MENA) region that explore the performance of SMEs from the perceptions of owner-managers themselves and not based on aggregate or economic data. It supports previous findings of several studies and contributes additional evidence that suggests the significance of levelling the playing field and its impact on SME performance in the contemporary African business context.

The aim of this article is to identify strategic factors differentiating team‐managed growing small and medium enterprises (SMEs) and individually managed growing SMEs.

The study took a holistic and wide‐ranging approach to factors affecting SME growth and performance, and analyzed the data of 63 team‐managed SMEs and 45 individually managed SMEs.

The main finding was that there are few differences between team‐managed growing SMEs and individually managed growing SMEs. Moreover, the variables differing between the two groups of SMEs were not related to firm performance outcomes or strategic choices made by the firms. In addition, the effect of team for strategic choices is not associated with the size of an SME.

The study focused on growing established SMEs. The findings question the impact of team for firm performance and strategies in the context of growing SMEs. This suggests that the role of team management in the context of growing SMEs can be different from the role in other contexts. However, the study has several limitations which may affect the results.

The strategies employed by growing SMEs are not dependent on whether the firm is managed by a team or by a solo entrepreneur.

The findings suggest that team‐managed growing SMEs are not a distinct species among growth SMEs. There are no differences in firm performance or strategic choices between team‐managed growing SMEs and individually managed growing SMEs.

Entrepreneurial small- and medium-sized enterprises (SMEs) face ever increasing competition not only at the domestic level but also at the global level. While large-scale enterprises and multinational corporations often hog the limelight, research and studies reveal that SMEs form the core of the growth engine of most of the national economies and are critical to rebuilding the economy from an economic crisis. In fact, SMEs make a significant contribution to economic growth and continue to play a pivotal role as a catalyst for development to drive innovation, competitiveness, and future growth. However, due to their size and limited resources, most SMEs often struggle to keep on top of new development in capabilities and skills and encounter difficulties keeping their operational activities in balance. Therefore, it is inevitable that most governments have taken a keen interest in SMEs’ development by providing infrastructure and financial grants. As such, it is argued that resource-constraint SMEs need to preserve the focus and drive to survive and grow in today’s interconnected, interdependent world. SMEs need to be properly equipped with deep capabilities in transformational leadership, technicality, and entrepreneurship, and innovativeness required to go international more rapidly and profitably in today’s increasingly borderless world.