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  Leading to innovation: Developing Leadership Capability Framework for Small to Medium-sized Enterprises (SMEs)


   Faculty of Management, Law and Social Sciences

   Applications accepted all year round  Self-Funded PhD Students Only

About the Project

Small and medium-sized enterprises (SMEs) have been one of the sectors hardest hit by the COVID-19 pandemic, and the adverse consequences are expected to continue for many years. According to a 2022 survey conducted by the OECD, SMEs and entrepreneurs are anxious about the impact of Covid-19 on their business survival. The survey provides evidence of severe disruptions and concerns among small businesses; for example, 92% of Japanese SMEs have been negatively affected by the pandemic, and the number of COVID-19-related bankruptcies has sharply increased by 15% (OECD, 2022).

Small and Medium-sized Enterprises (SMEs) have always been a significant contributor to the economy and employment, accounting for over 70% of the working population and a considerable portion of economic output. However, SMEs have faced numerous challenges, including a lack of access to financial support, which has resulted in comparatively low investment in innovation. While over 70% of Research and Development (R&D) is funded, SMEs only account for less than 10% of this funding, according to the OECD’s Science, Technology, and Industry Scoreboard in 2020. These numbers should be concerning, given that SMEs were expected to be the future growth engines for the country's economy.

Therefore, this research aims to explore the role of leadership behaviour that fosters business innovation in SMEs after the COVID-19 crisis and, consequently, to develop a Leadership Capability Framework that enhances the innovation performance of SMEs.

Research Questions:

  • What role does leadership play in nurturing and enhancing innovation in SMEs in a post-COVID-19 era, and how does this occur?
  • What are the leadership qualities that lead to significant innovation and in turn, improve the operation of SMEs after the Post Covid-19 crisis?
  • Based upon the answers to the two questions above, how can such leadership qualities be developed into a Leadership Capability Framework to enhance the innovative behaviours among SMEs’ managers and employees?

How to apply

Formal applications should be submitted through the University of Bradford web site; applicants should create an account and choose 'Full-time PhD in Business and Management' as the course.

About the University of Bradford

Bradford is a research-active University supporting the highest-quality research. We excel in applying our research to benefit our stakeholders by working with employers and organisations world-wide across the private, public, voluntary and community sectors and actively encourage and support our postgraduate researchers to engage in research and business development activities.

Positive Action Statement

At the University of Bradford our vision is a world of inclusion and equality of opportunity, where people want to, and can, make a difference. We place equality and diversity, inclusion, and a commitment to social mobility at the centre of our mission and ethos. In working to make a difference we are committed to addressing systemic inequality and disadvantages experienced by Black, Asian and Minority Ethnic staff and students.

Under sections 158-159 of the Equality Act 2010, positive action can be taken where protected group members are under-represented. At Bradford, our data show that people from Black, Asian, and Minority Ethnic groups who are UK nationals are significantly under-represented at the postgraduate researcher level. 

These are lawful measures designed to address systemic and structural issues which result in the under-representation of Black, Asian, and Minority Ethnic students in PGR studies.

Business & Management (5)

Funding Notes

This is a self-funded project; applicants will be expected to be able to pay their own tuition fees, or have access to a suitable third-party funding source. UK applicants may be able to apply for a Doctoral Loan from Student Finance.

References

Arham, A. F., and N. Muenjohn. 2012. “Leadership and Organisational Performance in Malaysian SMEs: The Mediating Role of Entrepreneurial Orientation.” Business and Information 2012, Sapporo, July 3–5.
Bass, B., and B. J. Avolio. 1990. “The Implications of Transactional and Transformational Leadership for Individual, Team, and Organisational Development.” Research on Organizational Change and Development 4: 231–272.
Becan, J. E., D. K. Knight, and P. M. Flynn. 2012. “Innovation Adoption as Facilitated by a Change-oriented Workplace.” Journal of Substance Abuse Treatment 42 (2): 179–190. doi:10.1016/j.jsat.2011.10.014.
Casals, F. E., 2011, “The SME Co-operation Framework: A Multi-method Secondary Research Approach to SME Collaboration.” 2010 International Conference on E-business, Management and Economics IPEDR vol.3 (2011) © (2011). Hong Kong: IACSIT Press.
Conger, J. 1991. “Inspiring Others: The Language of Leadership.” Academy of Management Executive 5 (1): 31–45.
Gumusluoglu, L., and A. Ilsev. 2009. “Transformational Leadership, Creativity, and Organisational Innovation.” Journal of Business Research 62 (4): 461–473. doi:10.1016/j.jbusres.2007.07.032.
Humphreys, P., R. McAdam, and J. Leckey. 2005. “Longitudinal Evaluation of Innovation Implementation in SMEs.” European Journal of Innovation Management 8 (3): 283–304. doi:10.1108/14601060510610162.
Jung, D., C. W. Chow, and A. Wu. 2003. “The Role of Transformational Leadership in Enhancing Organisational Innovation: Hypotheses and Some Preliminary Findings.” The Leadership Quarterly 14 (4–5): 525–544. doi:10.1016/S1048-9843(03)00050-X.
Kissi, J., A. Dainty, and M. Tuuli. 2013. “Examining the Role of Transformational Leadership of Portfolio Managers in Project Performance.” International Journal of Project Management 31 (4): 485–497. doi:10.1016/j.ijproman.2012.09.004.
Lee, C., K. Lee, and J. M. Pennings. 2001. “Internal Capabilities, External Networks, and Performance: A Study on Technology-based Ventures.” Strategic Management Journal 22 (6–7): 615–640. doi:10.1002/smj.181.

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