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                <text>Purpose&#13;
This study examines the role of social media adoption (SMA), opportunity recognition (OR) and opportunity exploitation (OE) in mediating the relationship between entrepreneurial orientation (EO) and the performance of newly established small and medium-sized enterprises (SMEs) in emerging economies, with a particular emphasis on Ghana.&#13;
&#13;
Design/methodology/approach&#13;
This study adopts a post-positivist philosophical stance and uses a quantitative approach and a survey design. A purposive sampling technique was used to select 336 SME owners and managers from Ghana’s manufacturing, trading and service sectors. Questionnaires were administered to source the empirical data for this study. Structural equation modelling (SEM) was used to analyse the proposed hypotheses.&#13;
&#13;
Findings&#13;
The results reveal that EO positively and significantly influences the performance of new-born SMEs. SMA, OR and OE partially mediated this relationship.&#13;
&#13;
Practical implications&#13;
This study is a wakeup call to policymakers, practitioners, managers and owners of recently established businesses. Policymakers should provide support and resources for newly established SMEs to adopt effective social media marketing strategies, bolstering their online presence and customer engagement. Simultaneously, they should invest in entrepreneurship education and create an environment conducive to innovation to cultivate an entrepreneurial mindset among fresh SMEs. Business owners and managers should proactively monitor market trends and consumer preferences, adapting their strategies to identifying and seizing emerging opportunities.&#13;
&#13;
Originality/value&#13;
This study introduces a significant novelty to previous literature and one of the first to employ the dynamic capability theory to examine the interplay between EO, SMA, OR and OE in influencing the performance of new SMEs in the context of emerging markets. Furthermore, it extends the scope of understanding of the mechanisms through which SMEs can prosper in these dynamic environments. This unique combination of theoretical framework, comprehensive variables and contextual focus sets this study apart from existing research, enriching the literature on SME performance in emerging markets.&#13;
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                <text>This article explores key dimensions of stakeholder management in Africa, including local partnerships, social impact initiatives, cultural diversity adaptability, and data analytics’ role in decision-making. It also compares the effectiveness of combined entrepreneurial strategies and seeks to enhance article management practices. The article consists primarily of a nonempirical survey of the literature and the construction of a conceptual model that will be tested in a subsequent article. The article contends that the varied characteristics of entrepreneurial strategies can benefit effective stakeholder management in the African context. The article additionally suggests that community trust and support may serve as moderators in the relationship between entrepreneurial strategies and effective stakeholder management. While the article provides a foundation for understanding the relationship between entrepreneurial strategies and stakeholder management in Africa, further empirical research and contextual exploration are necessary to fully grasp the nuances and practical implications of these concepts in the region. The article proposes that entrepreneurs utilise innovative technologies, data analytics, local partnerships, and cross-cultural training to engage with stakeholders, build cultural relevance, align initiatives with values, and employ multiple entrepreneurial strategies for risk reduction and innovation. This article proposes a framework of entrepreneurial strategies for stakeholder management in Africa. It integrates theories from different disciplines and adapts them to the African context. It also classifies stakeholder engagement modes and gives examples of successful practices. The article provides novel insights for entrepreneurs, researchers, and policymakers in Africa.</text>
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                <text>This study sought to find out the disruptions faced by Small and Medium Enterprises (SMEs), as a result of the outbreak of the COVID-19 pandemic, the survival strategies that they employed to remain operational and the lessons thereof, beyond the pandemic. A systematic literature review was used to fulfil the objectives of the study. The findings were that, for SMEs to survive, they had to embrace technology and acquire relevant skills of doing business; adjust their business strategies to operate online, different from the traditional brick-and-mortar transactions. This study’s theoretical contribution lies in its development of a framework for survival, coping and resilience strategies by SMEs to minimise the socio-economic and health challenges during and post pandemics.</text>
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