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IDRIS, Bochra

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    Guest editorial: The effect of COVID-19 on the performance of ethnic-minority firms in the UK and worldwide
    (Emerald, 2023-03-31) Saridakis, G.; Idris, Bochra; Jones, P.; Entrepreneurship; IDRIS, Bochra
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    Spurred or spurned? The effects of combined innovations and major obstacles on B2B SME capability generation and future focus
    (Elsevier, 2023-08) Hansen, J. M.; Idris, Bochra; Saridakis, G.; Entrepreneurship; IDRIS, Bochra
    Expanding organizational learning theory and ambidextrous theory, this research investigates the potential differences in connections between business-to-business (B2B) small to medium enterprises (SME) engaging in customer facing (product and service) innovations versus B2B SMEs engaging in process innovations in addition customer facing innovations related to organizational capability generation (innovation, business model) and future focus on innovations or on investing in facilities and machinery. It also examines to what extent the context of major obstacles in financing and/or competition impact the same elements for the companies. Using survey data from leaders at 1405 B2B SMEs in the U.K., the results show that some of the elements spur improvements in the capabilities and focus while other combinations spurn the level of capabilities and focus.
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    Exporting is a team sport: the link between management training and performance in SMEs
    (Emerald, 2023-12) Idris, Bochra; Saridakis, G.; Georgellis, Y.; Lai, Y.; Johnstone, S.; Entrepreneurship; IDRIS, Bochra
    Purpose: 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. Design/methodology/approach: 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. Findings: 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. Practical implications: 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. Originality/value: 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.