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Abstract
This study investigates the resilience of Small and Medium-sized Enterprises (SMEs) during times of crisis, with a particular focus on structured value chain analysis. Using a case study approach, data were collected from secondary sources and 51 semi-structured interviews with Nigerian SME owners and managers. Findings highlight the critical role of digitalisation and entrepreneurial skills in enhancing crisis resilience (Klein and Todesco, 2021; Zutshi et al., 2021). Furthermore, integrating sustainability practices, such as clean energy and waste reduction, demonstrates potential for long-term resilience, supporting the conference theme of green innovation (Philbin, Viswanathan and Telukdarie, 2022; Suriyankietkaew et al., 2022).
1. Introduction
This study explores how Nigerian SMEs can build resilience amid crises by adopting digital tools, developing entrepreneurial capabilities, and integrating sustainable practices. Crises such as economic downturns, pandemics, and environmental disruptions have exposed structural weaknesses in SMEs, heightening the need for adaptable and sustainable strategies (DesJardine, Bansal and Yang, 2019).
2. Problem Statement
Given SMEs’ resource constraints, they are especially vulnerable in times of crisis (Šimberová et al., 2022). This research seeks to address such vulnerabilities by identifying practical, resilience-enhancing strategies grounded in value chain analysis and sustainability.
3. Purpose of the Study
This study aims to:
• Investigate the crisis resilience of Nigerian SMEs
• Analyse their value chains to uncover vulnerabilities and strengths
• Identify the role of digitalisation and sustainable practices in enhancing
resilience
• Provide actionable recommendations for SME owners, policymakers, and stakeholders (Federal Ministry of Industry, Trade and Investment, 2021)
4. Methodology
The study uses a qualitative case study approach focusing on Nigerian SMEs. Data sources include:
• Interviews: 51 SME owners and managers
• Secondary data: Industry reports and government policy documents (e.g., MSME Policy 2021–2025)
Data were analysed using thematic analysis (Saunders et al., 2019), with NVivo used for coding and theme generation (Sabharwal and Miah, 2021).
5. Analysis and Results
Findings indicate that Nigerian SMEs were significantly disrupted by crisis events,
especially financially and operationally (see Table 3). However, several resilience
strategies emerged:
• Digitalisation: Enabled continuity during lockdowns via e-commerce, digital payments, and online platforms.
• Entrepreneurial Skills: Improved decision-making and responsiveness through training and strategic alliances.
• Sustainability Practices: Adoption of solar energy and waste-reduction methods led to cost savings and operational stability.
6. Discussion
While digitalisation and entrepreneurial responsiveness were immediate buffers, the integration of sustainability practices offered long-term advantages. SMEs using solar power, for instance, reported reduced costs and greater energy reliability. This supports a dual-pathway approach, short-term digital agility combined with long term sustainable transformation (Philbin et al., 2022; Suriyankietkaew et al., 2022).
7. Conclusions
The study concludes that SMEs can become more resilient by embedding green innovation and sustainability into their value chains. Combining digital tools with sustainability-enhancing strategies presents a holistic model for resilience that is both immediate and future-oriented (Zutshi et al., 2021).
8. Research Limitations and Implications
This study is context-specific to Nigeria. Future research could broaden the scope to other countries and compare cross-sectoral variations in resilience strategies. Additional factors like financial literacy, supply chain localisation, and market diversification should also be explored (Philbin et al., 2022).
9. Practical Implications
Policymakers and SME stakeholders should support digital infrastructure, facilitate access to training, and incentivise sustainable business practices. Implementation of solar energy, waste reduction, and capacity-building initiatives can provide resilience dividends in both crisis and non-crisis periods (Šimberová et al., 2022).
10. Originality and Value
This study contributes to emerging scholarship by integrating value chain analysis with digital transformation and green innovation. It provides empirical insight into how SMEs in the Global South can adapt and survive through layered, interconnected resilience strategies.
Keywords
Crisis, Digitalisation, Sustainability, Resilience, SMEs
References
• DesJardine, M., Bansal, P. and Yang, Y. (2019). Bouncing Back: Building Resilience Through Social and Environmental Practices in the Context of the 2008 Global Financial Crisis. Journal of Management, 45(4), pp.1434–1460. https://doi.org/10.1177/0149206317708854
• Federal Ministry of Industry, Trade and Investment (2021). National Policy on Micro, Small and Medium Enterprises (MSMEs) 2021–2025
• Klein, B. and Todesco, L. (2021). COVID-19 crisis and SMEs responses: The role of digital transformation. Knowledge and Process Management, 28(2), pp.117–133. https://doi.org/10.1002/kpm.1660
• Philbin, S., Viswanathan, R. and Telukdarie, A. (2022). Understanding how digital transformation can enable SMEs to achieve sustainable development: A systematic literature review. Small Business International Review, 6(1), e473. https://doi.org/10.26784/sbir.v6i1.473
• Sabharwal, R. and Miah, S. (2021). A new theoretical understanding of big data analytics capabilities in organizations: a thematic analysis. Journal of Big Data, 8(1). https://doi.org/10.1186/s40537-021-00543-6
• Saunders, K., Lewis, P., and Thornhill, A. (2019). Research Methods for Business Students (8th ed.). Pearson Education
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• Šimberová, I. et al. (2022). Threats and Opportunities in Digital Transformation in SMEs from the Perspective of Sustainability: A Case Study in the Czech Republic. Sustainability, 14(6), 3628. https://doi.org/10.3390/su14063628
• Zutshi, A. et al. (2021). From Challenges to Creativity: Enhancing SMEs’ Resilience in the Context of COVID-19. Sustainability, 13, 6542. https://doi.org/10.3390/su13126542