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This paper examines how soft skills training for owner-managers affects the financial performance of exporting small and medium-sized enterprises (SMEs). Furthermore, the authors examine the differential influence of specific owner-manager skills, such as “team working skills”, “technical skills” and “leadership skills”, on performance.

The paper utilises the Longitudinal Small Business Survey, which is a nationally representative employer dataset of UK SMEs with up to 249 employees, including those with no employees. The dataset contains information on firms' turnover, export status of goods or services and training provision for employees or owner-managers.

The results suggest that owner-manager's training has a positive effect on turnover in non-exporting firms. Moreover, a combination of soft and hard skills is associated with higher turnover in exporting firms. Amongst the specific skills of owner-managers, training on “team working” has the most significant impact on exporting SMEs' performance.

The authors' findings imply that managerial training to develop soft skills such as leadership, decision-making and communication is a worthwhile investment. The knowledge that owner-managers acquire through soft and hard skills training enables them to develop essential internationalisation competencies. Moreover, the authors demonstrate that teamwork is a significant predictor of performance.

The authors contribute to the literature by examining the role of owner-managers' training in shaping internal systems, structure, processes and internationalisation strategies, thus affecting SMEs performance. The authors' also provide a nuanced analysis of how various types of soft and hard skills underpin the successful implementation of internationalisation initiatives.

This paper outlines ways in which struggling ethnic minority entrepreneurial service ventures and their owners might respond to unforeseen economic and social shocks. Interviews with owners of Bangladeshi Curry Houses in the United Kingdom — whom historically have lower performance rates compared to other ethnic minority businesses in the country — reveal that the entrepreneurs' response strategies undertaken to survive and remain in the business despite the challenges faced from operating in a turbulence environment.

The authors conducted depth phone interviews with owners of Bangladeshi Curry Houses in London during January and February of 2021. The Gioia methodology was applied to the interview scripts to identify which crisis themes exist.

Despite no advanced educational training, Bangladeshi owners have applied all of the different crisis management techniques present in larger companies: retrenchment, persevering, innovation, and exit. Although the results show that government schemes aimed at helping small businesses have contributed significantly to their survival, concerns regarding the post-health crisis situation remain challenging and threatening for their growth and survivability.

The results indicates that the ethnic minority owned small and medium-sized enterprises (SMEs) are less likely to plan for the future operations; furthermore, they tend not to have formulated a strategy for dealing with an external shock hence affecting and threatening their performance and competitiveness in the marketplace.

The global economic crisis triggered by the coronavirus disease 2019 (COVID-19) has caused the closure of countless ethnic minority businesses (EMBs) worldwide, partly due to the public policy responses. This paper investigates whether EMBs’ entrepreneurial orientation (EO) mediates the impact of public policy responses to COVID-19 on their survival.

Utilizing institutional theory, the authors developed a novel conceptual framework that divides policy responses to COVID-19 into aggressive (imposing restrictions on movement, e.g. lockdowns) and less aggressive policy responses (not imposing restrictions on movement, e.g. social distancing). The authors then surveyed intra-regional EMBs, specifically businesses owned by ethnic minorities in the Kano and Katsina provinces of Nigeria, and analysed the data using structural equation modelling and analysis of variance (ANOVA).

The authors found that intra-regional EMBs in developing countries are very vulnerable to the public policy responses imposed by governments to curb COVID-19. Aggressive policy responses have a more significant negative effect on the survival of intra-regional EMBs than their less aggressive counterparts. Furthermore, the authors found that EO as a crisis response strategy significantly supports intra-regional EMBs in managing their vulnerability to the hostile institutional environment, reduces the adverse effect of public policy responses and stimulates their survival during the COVID-19 pandemic.

This paper contributes to the institutional theory of small and medium-sized enterprises (SMEs)/entrepreneurship and the literature on EMBs by showing the role of EO in mediating the effects of COVID-19 institutional policies on the survival of intra-regional EMBs.

Guided by resource-based theory, this investigation examines the extent to which knowledge sharing as part of interfirm collaboration serves as a performance-enhancing strategy; that is, in the context of assisting ethnic minority-owned urban restaurants to survive during a major market disruption. Specifically, the study features owner-managers' perceptions concerning the evolving environmental circumstances associated with the novel coronavirus (COVID-19) pandemic.

Data collection took place among owner-managers of urban restaurants in a Canadian city during the COVID-19 pandemic in late 2020. This featured semi-structured interviews with restaurants' owner-managers originating from various ethnic origins together with secondary data where possible. Data analysis followed an adapted Gioia approach.

Examples of interfirm collaboration include restaurants' owner-managers leveraging social capital and sharing knowledge about the effects of legislation and health guidelines on operating procedures, together with good and bad practices where firms have pivoted their business models via take-outs, patio dining and in-room dining. Irrespective of the strength of network ties (within and across ethnic communities), owner-managers were motivated to share information to facilitate their survival. Nevertheless, this study raises questions over the extent that certain decision-makers exhibit strategic flexibility responding to environmental conditions together with their respective ability to engage/retain customers plus service-oriented employees. In addition, a question is whether some owner-managers will continue to collaborate with their competitors after COVID-19 ends, and if so, with whom and the magnitude of activities. In particular, “trust” via psychological contracts and “complementary strategies” among partners across coethnic and different ethnic origins are key considerations.

A body of knowledge exists addressing the notions of both interfirm collaboration and market disruptions in the broader cross-disciplinary literature. However, the interfirm collaborative practices of small firms with ethnic minority ownership that are otherwise rivals remain under-researched. More specifically, interfirm collaboration as a survival strategy for owner-managers during the market disruption arising from a crisis situation features as an original contribution.

Using ethnicity as our point of focus, the authors consider the dynamics of the demand for bank loans, and the willingness of banks to supply them, as the UK economy entered the COVID-19 pandemic in early 2020 with a particular focus on potential behavioural differences on the demand-side and discrimination on the supply-side. In doing so we directly address crisis induced financial concerns and how they played out in the context of ethnicity.

Using the most recent ten quarterly waves of the UK SME Finance Monitor survey the authors consider whether ethnicity of the business owner impacts on the decision to apply for bank loans in the first instance. The authors then question whether ethnicity influences the banks decision to meet or reject the request for a bank loan.

The authors’ pre-COVID-19 results show that there were no ethnic differences in loan application and success rates. During COVID-19, both white and ethnic business loan application rates rose significantly, but the scale of this increase was greater for ethnic businesses. The presence of government 100% guaranteed lending also increased general loan success rates, but again the scale of this improvement was greater for ethnic businesses.

The authors show very clearly that differences in the willingness of banks to supply loans to SMEs relate very explicitly to firm specific characteristics and ethnicity either plays no additional role or actually leads to improved loan outcomes. The data is for the UK and for a very unique COVID time which may mean that wider generalisability is unwise.

Ethnic business owners should not worry about lending discrimination or be discouraged from applying for loans.

The authors identify at worst no lending discrimination and at best positive ethnic discrimination.

This is one of the largest COVID-19 period studies into the financing of ethnic businesses.