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The study seeks to investigate the impact of intellectual capital (IC) management on the performance and agility of small- and medium-sized enterprises (SMEs) in Romania, with a particular focus on the post-COVID-19 recovery period. By examining the roles of human, structural and relational capital, the study sets out to provide insights into how SMEs can build resilience against future socioeconomic disruptions and achieve a sustainable competitive advantage.

A quantitative research method was employed, utilizing a questionnaire distributed to 121 managers from Romanian SMEs. The collected data was analyzed using SmartPLS 4 software to test hypotheses regarding the role of intellectual capital management in enhancing organizational agility and performance.

IC, especially human capital, substantially influences organizational agility and performance in SMEs. Findings confirm that adapting to a dynamic work environment requires that SMEs invest in employee development, foster strong internal and external relationships, and embrace new technologies. Furthermore, building an adaptive organizational culture open to change and learning is essential for sustaining long-term competitive advantage in an unpredictable market.

The study advances theoretical and practical recommendations for academics, managers and policymakers on leveraging IC to enhance organizational agility and performance, offering a roadmap for organizations navigating systemic crises. The main limitation is the context-driven focus of the research on Romanian SMEs.

Switching to the practical implications, this research offers managers of small and medium-sized businesses (SMEs) in Romania insightful knowledge about how to strategically manage IC to improve organizational agility and performance and illustrates the need for the SMEs to invest in the human capital, to adapt quickly to the market changes and to invest their resources in integrating new technologies, alongside with building strong relationships (both inside and outside the organization) and to cultivate an adaptive organizational culture that is open to change and to learn.

This study provides guidance to the Romanian managers in finding the key to success, by ensuring competitiveness in the nowadays dynamic market, foster innovation and boost the agility and the performance of the organization.

The research is the first one to address the strategic importance of IC management in Romanian SMEs with a view to attaining agility and performance in turbulent times.

The purpose of the article is to shed light on how COVID-19 affects employee involvement in environmental responsibility and innovative performance in the banking industry, and whether employee engagement mediates the relationship between the variables. Thus, this study tries to understand bank employees’ perspectives in relation to the variables.

The study was collected during Time lag (1) and Time lag (2) from 156 to 216 bank employees, respectively. The study applied two types of analysis, to comprehend the impact of COVID-19 on employees, descriptive analysis and the partial least squares (PLS) are used.

The study's findings focused mainly on the influence of COVID-19 in Jordanian banks on employee innovative performance (EIP) due to pandemic, in addition to its effect on environmental responsibility engagement (ERE). The findings indicated a positive significant relationship between the variables. Meanwhile, employee engagement (EE) mediated the effect between the exogenous and endogenous variables.

The current research provide light on the value of employees' innovative performance and banks' commitment to environmental responsibility for those working in the banking industry, particularly during a pandemic. The findings have significant ramifications for the banking industry and in raising employee engagement.

The digital transformation revolution has brought outstanding changes to business organizations, especially in the digital accounting transformation domain. Consequently, the purpose of this study is to explore the important role of digital accounting transformation in improving business performance in the context of the banking industry.

Data were collected through a questionnaire from the Jordanian bank sector with a sample of 190 respondents. Partial least squares structural equation modeling (PLS-SEM) was used to analyze the collected data and test the hypotheses.

The results have shown that the adoption of digital accounting, adoption of FinTech innovation and technological competition are the major drivers for improving business performance. All direct paths leading to improving business performance were found to be significant in the hypothesized directions, while technological savvy was found to indirectly affect the relationship between (the adoption of digital accounting and FinTech innovation) and improving business performance.

The current study is differentiated from other studies by developing a theoretical research model to incorporate the adoption of digital accounting, adoption of FinTech innovation, technological competition, technological savvy and business performance in the Jordanian context under the digital transformation revolution. For practitioners, the findings provide policymakers with meaningful insight for organizations looking to adopt these digital technologies for improved business performance.