The influence of dynamic capabilities on firm performance: Examining the moderating role of government support in Ghanaian SMEs

Sadick Alhaji Husseini; Mirkó Gáti

doi:10.2478/mmcks-2025-0020

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The influence of dynamic capabilities on firm performance: Examining the moderating role of government support in Ghanaian SMEs

Management & Marketing

Volume 20 (2025): Issue 4 (December 2025)

By: Sadick Alhaji Husseini and Mirkó Gáti

Open Access

|Dec 2025

Figures & Tables

The moderation of government support on firm performance using the integration of capabilities.

Non-response bias_

	Early respondents		Late respondents
	(N = 149)		(N = 149)
VARIABLES	MEANS	SD	MEANS	SD	t	Sig

DC_SEN_1	5.2449	1.75792	5.2993	1.35695	−0.275	0.783
DC_SEN_2	5.1837	1.7242	5.1701	1.28944	−0.575	0.566
DC_SEN_3	5.2789	1.71928	5.3878	1.28452	−0.745	0.457
DC_SEN_4	5.2381	1.69339	5.4014	1.20308	−1.514	0.132
DC_LC_1	4.7483	1.67922	4.8844	1.33199	−0.492	0.623
DC_LC_3	4.8435	1.75054	5.0476	1.39634	0.148	0.883
DC_LC_4	4.9864	1.72009	5.2721	1.30624	0.865	0.388
DC_LC_5	4.9796	1.70603	5.1088	1.34536	−2.192	0.03
DC_INTEG_2	5.1361	1.69867	5.2313	1.41454	−0.483	0.63
DC_INTEG_3	4.8912	1.71268	5.1973	1.36311	0.079	0.937
DC_INTEG_4	5.0068	1.69001	4.9796	1.38222	−2.152	0.033
DC_INTEG_5	5.2245	1.6585	5.034	1.57208	−1.415	0.159
DC_COORD_1	5.1361	1.64541	4.9796	1.44521	1.343	0.181
DC_COORD_3	5.1361	1.72666	5.102	1.48847	0.074	0.941
DC_COORD_4	4.7959	1.79779	5.1973	1.18576	−0.92	0.359
DC_COORD_5	5.102	1.77785	5.1361	1.18576	−1.087	0.279
GS_1	5.1769	1.68271	5.2585	1.18835	−0.714	0.476
GS_2	5.2585	1.7715	5.2245	1.31793	−1.721	0.087
GS_3	5.3333	1.73337	5.3197	1.37485	0.996	0.321
G S_4	5.2449	1.88545	5.2993	1.7647	0.179	0.858
FIRM_PERF2	5.1837	1.82949	5.1701	1.78361	−0.194	0.846
FIRM_PERF3	5.2789	1.84607	5.3878	1.77809	0.191	0.849
FIRM_PERF4	5.2381	1.93061	5.4014	1.9037	−2.91	0.004
FIRM_PERF5	4.7483	1.57084	4.8844	1.45776	−2.421	0.017
FIRM_PERF11	4.8435	1.5931	5.0476	1.41187	3.02	0.003

Moderation analysis results_

Government support as a moderator
Hypotheses	Interaction effect	Beta	S.E	CR	P	Moderation
H5	FP ← SEN	0.075	0.065	1.157	0.247	NO
H6	FP ← LC	0.064	0.061	1.052	0.293	NO
H7	FP ← INTEG	0.108	0.063	1.701	0.089	YES
H8	FP ← CORD	0.020	0.045	0.455	0.649	NO

Discriminant validity_

Constructs	CR	AVE	Govt	Sensing	Learning	Integ	Cord	Firm_Perf
Govt	0.944	0.808	0.899
Sensing	0.936	0.785	0.336	0.886
Learning	0.938	0.792	0.381	0.813	0.890
Integ	0.951	0.831	0.311	0.791	0.841	0.911
Cord	0.932	0.776	0.256	0.781	0.742	0.843	0.881
Firm_Perf	0.922	0.707	0.162	0.379	0.300	0.284	0.302	0.841

Path analysis_

	Hypotheses	B	Beta	S.E	C.R	P	Decisions
H1	FP ← SEN	0.306	0.39	0.104	2.947	0.003	Significant
H2	FP ← LC	0.004	0.005	0.103	0.036	0.971	Not significant
H3	FP ← INTEG	−0.058	−0.081	0.112	−0.513	0.608	Not significant
H4	FP ← CORD	0.045	0.062	0.096	0.471	0.638	Not significant

Respondents’ demographics_

Variables	Factors	Frequencies	Valid percentages
Age group	20–29	88	31.7
	30–39	113	40.6
	40–49	60	21.6
	50 or more	17	6.1
Gender	Female	98	35.3
	Male	180	64.7
Managerial position	CEO	66	23.7
	General manager	39	14.0
	Managing director	51	18.3
	Other top management positions	122	43.9
Level of education	Up to first degree	120	43.2
	Up to second Degree	94	33.8
	Up to Diploma/HND	26	9.4
	Up to PhD	11	4.0
	Up to SHS/A ‘level/ O’level	27	9.7
Years in a position	0–5	157	56.5
	11–15	20	7.2
	16–20	4	1.4
	21–25	3	1.1
	26–30	4	1.4
	31+	1	0.4
	6–10	89	32.0

Confirmatory factor analysis and reliability_

Constructs	Items	Squared factor loadings (λ2)	AVE	CR
Sensing capabilities			0.866	0.946
	DC_SEN_4	0.866
	DC_SEN_3	0.869
	DC_SEN_2	0.855
	DC_SEN_1	0.872
Learning capabilities			0.867	0.947
	DC_LC_5	0.889
	DC_LC_4	0.894
	DC_LC_3	0.854
	DC_LC_1	0.830
Integrating capabilities			0.910	0.982
	DC_INTEG_5	0.916
	DC_INTEG_4	0.942
	DC_INTEG_3	0.931
	DC_INTEG_2	0.850

Coordinating capabilities			0.879	0.976
	DC_COORD_5	0.924
	DC_COORD_4	0.930
	DC_CCORD_3	0.860
	DC_COORD_1	0.801

Government support			0.886	0.954
	GS_4	0.821
	GS_3	0.909
	GS_2	0.930
	GS_1	0.884

Firm performance			0.820	0.939
	FIRM_PERF11	0.643
	FIRM_PERF5	0.915
	FIRM_PERF4	0.902
	FIRM_PERF3	0.876
	FIRM_PE.RF2	0.763

References

Authors

Metrics

Articles in this issue

DOI: https://doi.org/10.2478/mmcks-2025-0020 | Journal eISSN: 2069-8887 | Journal ISSN: 1842-0206

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Language: English

Page range: 156 - 172

Submitted on: Aug 31, 2025

Accepted on: Nov 17, 2025

Published on: Dec 31, 2025

Published by: Society for Business Excellence

In partnership with: Paradigm Publishing Services

Publication frequency: 4 issues per year

Keywords:

Dynamic capabilities,

Firm performance,

Government support,

SMEs in Ghana

Related subjects:

Business and economics,

Business management,

Marketing, sales, customer relations,

Management, organization, corporate governance,

Business development, change management, cooperation,

Entrepreneurship

© 2025 Sadick Alhaji Husseini, Mirkó Gáti, published by Society for Business Excellence
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 License.

Volume 20 (2025): Issue 4 (December 2025)

The influence of dynamic capabilities on firm performance: Examining the moderating role of government support in Ghanaian SMEs

Figures & Tables

Figure 1

Figure 2

Non-response bias_

Moderation analysis results_

Discriminant validity_

Path analysis_

Respondents’ demographics_

Confirmatory factor analysis and reliability_

Paradigm

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