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As a contribution to the social ties and dynamic capabilities literature, the purpose of this study is to examine the boundary role of the industrial factors (competitive intensity, dependence on suppliers and demand uncertainty) on the relationship between small and medium-sized enterprises (SMEs) social ties (business ties and political ties) and firm performance.

Data were collected from 1,077 SME top-level managers in Turkiye. The proposed model is analyzed using partial least squares (PLS) path modeling in SmartPLS 4.0 software.

The results elucidate how demand uncertainty serve to moderate the influence exerted by both business and political ties upon the performance of SMEs. However, the moderating effects of competitive intensity and dependence on suppliers, although initially hypothesized, were not found to have a significant impact on the relationships.

The relevance of social ties of SMEs may depend on the industrial factor. Although both political and business ties are effective on the customer side, these ties may become irrelevant when it comes to competition and supplier relations. In competitive SME settings, where businesses are vying for similar markets, the effectiveness of ties might be questionable. In such cases, SMEs might invest in building in-house capabilities and competencies, rather than relying on their relational networks.

This study contributes to the understanding of how relational networks, which are considered as dynamic managerial capabilities, impact SMEs performance. It also fills an important gap by testing the boundary role of industrial factors on this relationship. The empirical data is collected from the Turkish context, which is also an original aspect of the study, considering most of the social ties literature has a limited focus on a few contexts. The results also indicate new areas for discussion and exploration, indicating potential avenues for further research.

This paper aims to explore the effect of government support (short work allowances – SWA) on SME employees' job performance and employee motivation perceptions, during the COVID-19 pandemic in Turkey.

Survey data were collected from 2,781 employees working in SMEs registered to Small and Medium Enterprises Development Organization (SMEDO) in Turkey. The relationships were assessed through structural equation modeling with bootstrap estimation.

The results support the proposed framework illustrating the positive effect of government support on employees' perceived motivation and job performance. Findings indicate that employee motivation has exhibited a mediating effect between government support and job performance. Another important finding is that, contrary to the classical understanding of Herzberg's two-factor theory, SWA system was able to perform as a motivating factor during the pandemic by meeting the hygiene needs.

Since this is a cross-sectional research study, causal inferences cannot be derived from the research results.

There is a lack of empirical study on SME employees' perceptions on the government support during the pandemic, especially on the perspectives of emerging economies are infrequent. Turkey's case is unique in terms of providing insights on how perceived employee motivation is increased by the government supports (SWA) in Turkey, and how this motivation mediates the job performance perceptions. Besides, the impacts of government support are mostly studied at the firm or macro-levels, this study's unit of analysis is at individual level. Regarding the criticism from the motivation perspective of two-factor theory, COVID-19 context and its impact on the motivation needs have not been elaborated before. This article starts new discussions on how crisis contexts influence individual motivator factors.

The purpose of this study is to find out the place of non-managerial workers, including blue- and gray-collar workers, through analyzing how different schools of thought in the strategic management (SM) literature approach strategy making from the viewpoint of an organizational hierarchy, especially top-level management team, or human competence, no matter whether they occupy any hierarchical position. There is a gap in the literature regarding the extent to which non-managerial workers engage in SM processes. While their role has been acknowledged by many scholars, there is a need for further explanation of how different schools of thought in SM hold varying assumptions about organizational actors in non-hierarchical positions. In this regard, this study aims to question the dominant hierarchy logics of different strategy schools. This will be done through analyzing the strategy literature with a “strategy-making skills & capability centered” lens, and conceptualization of the hierarchical positions’ role in SM will be criticized. By this way, the role of gray- and blue-collar workers in SM literature would be better understood.