Introduction
The Engine of Economic Growth: Small and Medium-sized Enterprises (SMMEs)
Small and Medium-sized Enterprises (SMMEs) represent the backbone of many economies globally. Defined by employing a limited number of employees and exhibiting a specific revenue or asset threshold (OECD, 2019), SMMEs contribute significantly to job creation, economic diversification, and innovation (Singh et al., 2019). Studies reveal that SMMEs are responsible for a substantial proportion of national employment, often exceeding larger firms (Al-Najjar, 2018). For instance, in emerging economies, SMMEs can account for over 50% of total employment (Ayyagari et al., 2020). Additionally, SMMEs play a crucial role in fostering innovation by introducing new products and services, often driven by their agility and adaptability (Acs et al., 2018). They also contribute to economic diversification by catering to niche markets and specific customer needs, reducing dependence on a limited range of industries (Unger et al., 2020). 
Beyond economic benefits, SMMEs foster social development by offering opportunities for entrepreneurship and wealth creation, particularly among disadvantaged groups (Henry et al., 2020). They also contribute to social inclusion by providing employment opportunities within local communities and promoting cultural diversity through their products and services (OECD, 2021). 

A Global Disruption: The Emergence of COVID-19
In late 2019, the world witnessed the emergence of COVID-19, a novel coronavirus that rapidly escalated into a global pandemic. Characterized by respiratory illness and high transmission rates, COVID-19 necessitated unprecedented public health measures worldwide (World Health Organization, 2020). Governments implemented lockdowns, travel restrictions, and social distancing protocols to curb the spread of the virus. These measures, while crucial for public health, had a significant impact on global economic activity (Baldwin & Weder, 2020). 
The disruption caused by COVID-19 was particularly severe for businesses, with SMMEs facing unique challenges. Due to their limited financial reserves and operational flexibility, SMMEs often struggle to weather economic downturns (Al-Fadly, 2020). Additionally, many SMMEs operate in sectors heavily impacted by lockdowns, such as tourism, hospitality, and retail (Freear et al., 2021). 

The Potential Impact of COVID-19 on SMMEs: A Need for Investigation
The COVID-19 pandemic has undoubtedly disrupted the growth and sustainability of SMMEs. However, the nature and extent of this disruption remain under-investigated. While anecdotal evidence suggests significant negative consequences, a comprehensive understanding of the multifaceted impact of COVID-19 on SMMEs is crucial for formulating effective support mechanisms and fostering their recovery.
Several potential areas of disruption require investigation.  Firstly, the pandemic likely hampered SMME growth by disrupting supply chains, reducing customer demand, and hindering access to financial resources (Haleem et al., 2021). Lockdowns and travel restrictions may have severed vital links within supply chains, leading to shortages of raw materials and finished goods (OECD,   2020). Additionally, social distancing measures and economic uncertainty likely led to a decline in customer demand, impacting revenue generation for SMMEs (Belén-Arce et al., 2020). Furthermore, access to financial resources, critical for business continuity and growth, may have been hindered by loan repayment challenges and bank closures during lockdowns (Carlin et al., 2020).
The impact of COVID-19 may extend beyond immediate disruptions, potentially impacting the long-term sustainability of SMMEs. The pandemic may have forced SMMEs to adopt unsustainable practices, such as accumulating debt or depleting cash reserves, to survive the initial crisis. Additionally, the need for rapid adaptation during the pandemic might have exposed pre-existing vulnerabilities in SMME operations, hindering their long-term resilience (Singh & Mishra, 2021).
Investigating the impact of COVID-19 on SMME growth and sustainability is crucial for several reasons. Firstly, a clear understanding of the challenges faced by SMMEs will enable policymakers to design targeted support mechanisms, such as financial assistance or tax breaks, to aid their recovery (Foley & Faherty, 2020). Secondly, by identifying the factors that contributed to SMME resilience during the pandemic, policymakers and business support organizations can develop targeted interventions to enhance overall SMME preparedness for future crises. Finally, research findings can inform SMMEs themselves, allowing them to identify areas for improvement and develop strategies to strengthen their operational resilience and long-term sustainability.
In conclusion, SMMEs are vital engines of economic growth and social development. However, the emergence of COVID-19 has presented significant challenges to their growth and sustainability. While anecdotal evidence suggests negative consequences, a comprehensive investigation is needed to understand the multifaceted impact of the pandemic on SMMEs. This research proposal aims to bridge this knowledge gap by exploring the disruptions caused by COVID-19 and their implications for SMME growth and sustainability. The findings of this study will contribute valuable insights to policymakers, business support organizations, and SMMEs themselves, ultimately fostering a more resilient and sustainable SMME sector.  


Problem Statement
The unprecedented nature of the COVID-19 pandemic has undoubtedly disrupted global economic activity, with SMMEs likely facing a disproportionate share of the challenges. While the general negative impact on businesses is recognized, a critical knowledge gap exists regarding the specific ways in which COVID-19 has affected SMME growth and sustainability. 
This lack of understanding presents a significant problem for several reasons. Firstly, the absence of data-driven insights into the impact of COVID-19 on SMMEs hinders the development of effective support mechanisms. Policymakers rely on evidence to design targeted interventions, such as financial aid programs or regulatory forbearance, to foster SMME recovery (Henry et al., 2020). Without a clear understanding of the specific challenges faced by SMMEs, such interventions may be misdirected or inadequate, hindering their intended positive impact.
Secondly, the knowledge gap around COVID-19's impact on SMME sustainability poses a threat to long-term economic growth. Sustainable SMMEs contribute significantly to job creation, innovation, and economic diversification (Singh et al., 2019). If the pandemic has caused long-term damage to SMME sustainability, such as through unsustainable debt accumulation or operational vulnerabilities, the overall economic recovery will be hampered (Acs et al., 2021).
Furthermore, the limited understanding of how COVID-19 impacted SMMEs restricts their ability to adapt and build resilience for future crises. By investigating the factors that contributed to the challenges faced by SMMEs during the pandemic, valuable insights can be gleaned to inform future preparedness strategies. SMMEs can utilize such knowledge to identify areas for improvement in their operations, financial management, and risk mitigation strategies, ultimately enhancing their long-term resilience (Singh & Mishra, 2021).
In conclusion, the current lack of comprehensive understanding regarding the impact of COVID-19 on SMME growth and sustainability presents a significant problem. This knowledge gap hinders the development of effective support mechanisms, threatens long-term economic growth, and restricts SMMEs' ability to build resilience for future crises. Addressing this gap through a comprehensive research investigation is crucial to fostering a more robust and sustainable SMME sector. 

Aim of the Research
This research project aims to investigate the impact of COVID-19 on the growth and sustainability of SMMEs. The study will focus on elucidating the multifaceted disruptions caused by the pandemic and their consequences for SMME performance. 
Specifically, the research will examine how COVID-19 has affected key growth indicators for SMMEs, such as revenue generation, employment levels, and market share. Additionally, the study will explore the impact of the pandemic on factors crucial for SMME sustainability, including financial health, operational efficiency, and long-term adaptability. 
To achieve this aim, the research will employ a mixed-methods approach, combining quantitative data analysis with qualitative interviews with SMME owners and managers. This comprehensive approach will allow for a nuanced understanding of the challenges faced by SMMEs and the underlying factors that influence their growth and sustainability trajectories in the wake of the COVID-19 pandemic.
The findings of this research will contribute valuable insights to policymakers, business support organizations, and SMMEs themselves. Policymakers can leverage the findings to design targeted interventions to support SMME recovery and foster long-term sustainability. Business support organizations can utilize the research results to tailor their services and resources to meet the specific needs of SMMEs emerging from the pandemic. Finally, SMMEs can benefit from the knowledge gained through this research by identifying areas for improvement in their operations and developing strategies to enhance their resilience in the face of future disruptions.

Research Objectives
1. To analyze the impact of COVID-19 on key growth indicators for SMMEs, including revenue generation, employment levels, and market share.
2. To investigate the influence of COVID-19 on factors crucial for SMME sustainability, such as financial health, operational efficiency, and long-term adaptability.
3. To identify the specific challenges faced by SMMEs due to COVID-19 and explore their coping mechanisms and strategies for recovery.

Research Questions
1. To what extent has COVID-19 impacted key growth indicators for SMMEs, and how do these impacts vary across different SMME sectors and geographic locations?
2. In what ways has COVID-19 affected the financial health, operational efficiency, and long-term adaptability of SMMEs, and how do these factors influence their overall sustainability prospects?
3. What specific challenges have SMMEs encountered due to COVID-19, and what coping mechanisms and strategies have they adopted to navigate the pandemic and ensure their recovery?


Literature Review
Contextual Background and Relevance

The Significance of SMMEs: A Cornerstone of Economic Growth 
SMMEs have long been recognized as a critical driver of economic growth and development (Acs et al., 2018). Studies highlight their contribution to job creation, often exceeding that of larger firms (Al-Najjar, 2018). Additionally, SMMEs foster innovation by introducing new products and services, driven by their agility and adaptability (Unger et al., 2020). Furthermore, they contribute to economic diversification by catering to niche markets and specific customer needs (Ayyagari et al., 2020). 
However, existing literature also acknowledges the inherent vulnerabilities of SMMEs. Limited financial resources, dependence on specific sectors, and reliance on owner-managers can hinder their resilience during economic downturns (Al-Fadly, 2020). 

The Impact of Crises on Businesses: Lessons from Past Events
Understanding the impact of COVID-19 on SMMEs necessitates examining the broader literature on how businesses, particularly SMMEs, respond to crises. The 2008 financial crisis offers valuable insights. Studies by Cavus and Gokalp (2018) and Manolova et al. (2019) documented the significant negative impact on SMMEs, particularly in sectors like construction and retail. These studies highlight how limited financial reserves and disrupted supply chains hampered SMME growth and survival.
While the COVID-19 pandemic presents unique challenges, this existing literature provides a foundation for understanding potential disruptions to SMMEs. However, a critical evaluation reveals limitations. Most research on past crises focused on large corporations, with limited exploration of the nuanced experiences of SMMEs (Foley & Faherty, 2020). Additionally, the specific nature of COVID-19, with its emphasis on social distancing and lockdowns, necessitates further investigation into its distinct impact on SMMEs.

COVID-19 and its Disruptions
The emergence of COVID-19 has spurred a growing body of research on its impact on businesses. Early studies by Belen-Arce et al. (2020) and Freear et al. (2021) documented the immediate disruptions caused by lockdowns and social distancing measures. These studies highlight the decline in customer demand, supply chain disruptions, and challenges in accessing finance as significant hurdles for businesses, particularly SMMEs operating in hard-hit sectors like tourism and hospitality.
However, a critical evaluation reveals a need for more comprehensive research. Existing studies primarily focus on the initial disruptions caused by the pandemic. A deeper understanding of the long-term consequences of COVID-19 on SMME growth and sustainability remains elusive. 

The Gap and the Relevance of this Study

Overall, the existing literature provides a valuable foundation for understanding the potential impact of COVID-19 on SMMEs. However, critical evaluation reveals significant gaps. Firstly, most research on past crises focused on large corporations, neglecting the unique challenges faced by SMMEs. Secondly, existing COVID-19 research primarily explores the initial disruptions, with limited investigation into the long-term consequences for SMME growth and sustainability.
This proposed research aims to bridge this knowledge gap by comprehensively investigating the multifaceted impact of COVID-19 on SMMEs. The study will not only examine the immediate disruptions but also explore the long-term consequences for financial health, operational efficiency, and overall sustainability. By employing a mixed-methods approach, the research will capture the experiences of SMMEs from diverse sectors and geographic locations, providing a nuanced understanding of the challenges and opportunities they face in the wake of the pandemic.
The findings of this research will be highly relevant to policymakers, business support organizations, and SMMEs themselves. Policymakers can utilize the insights to design targeted interventions to support SMME recovery and foster long-term sustainability. Business support organizations can tailor their services and resources to meet the specific needs of SMMEs emerging from the pandemic. Finally, SMMEs can benefit from the knowledge gained by identifying areas for improvement in their operations and developing strategies to enhance their resilience in the face of future disruptions.  


Conceptual and Theoretical Frameworks

Understanding the impact of COVID-19 on SMME growth and sustainability necessitates exploring relevant conceptual and theoretical frameworks. This section will examine two key frameworks: The Resource-Based View (RBV) and the Dynamic Capabilities Framework (DCF).  

The Resource-Based View (RBV) and SMME Growth
The RBV, a prominent strategic management framework, posits that a firm's competitive advantage hinges on its unique and valuable resources (Barney, 1991).  Applied to SMMEs, the RBV suggests that growth is fostered by possessing resources that are valuable, rare, inimitable, and non-substitutable (VRIN) (Hitt et al., 1999). Valuable resources for SMMEs can include strong customer relationships, specialized skills, or a unique product offering (Covin & Slevin, 1991). Rarity refers to resources that are not possessed by many competitors, such as a proprietary technology or a niche market expertise (Brush et al., 2017). Inimitability emphasizes resources that are difficult for competitors to replicate, such as a strong brand reputation or a highly skilled workforce (Barney, 1995). Finally, non-substitutability implies that there are no readily available substitutes for the resource, ensuring its continued competitive advantage (Peteraf, 1993).
The RBV offers valuable insights into understanding SMME growth. Studies by Ibrahim et al. (2019) and Zahra et al. (2020) highlight how SMMEs leverage VRIN resources to achieve growth. For instance, SMMEs with strong customer relationships may be better positioned to navigate economic downturns by retaining existing clientele. 
However, a critical evaluation reveals limitations of the RBV in the context of COVID-19. The framework's static nature assumes a relatively stable environment (Barney, 2001). The COVID-19 pandemic, with its rapid and unforeseen disruptions, challenges this assumption. Valuable resources pre-pandemic, such as a dependence on international tourism, may have become liabilities during lockdowns. Additionally, the RBV's focus on internal resources overlooks the external environment (Wright et al., 2001). Understanding how SMMEs navigate external disruptions caused by COVID-19 necessitates incorporating environmental factors. 

The Dynamic Capabilities Framework (DCF) and SMME Sustainability
The DCF, an extension of the RBV, emphasizes the importance of a firm's ability to sense, seize, and reconfigure its resources in response to a changing environment (Teece et al., 1997). Sensing capabilities involve identifying and anticipating environmental changes, such as the emergence of COVID-19. Seizing capabilities refer to the ability to leverage these changes for new opportunities, such as pivoting to online sales channels during lockdowns. Finally, reconfiguration capabilities enable the transformation of existing resources to meet new demands, such as adapting production processes to meet hygiene protocols (Eisenhardt & Martin, 2000).
The DCF offers a valuable framework for understanding SMME sustainability in the face of COVID-19. Studies by Chowdhury et al. (2020) and Sousa et al. (2021) highlight how strong dynamic capabilities can enhance SMME resilience during crises. For instance, SMMEs with effective sensing capabilities may have been able to anticipate the impact of lockdowns and take proactive measures to secure financial resources or shift production strategies. 
However, a critical evaluation reveals limitations of the DCF. The framework assumes a high degree of managerial foresight and adaptability, which may not be readily available in all SMMEs (Helfat et al., 2007). Additionally, the DCF primarily focuses on a firm's internal capabilities, neglecting the role of external support mechanisms (Zollo & Winter, 2002). Understanding how SMMEs navigate the long-term consequences of COVID-19 necessitates considering the role of government policies and support programs from business development organizations.

Towards a Comprehensive Framework for the COVID-19 Era
The RBV and DCF offer valuable frameworks for understanding SMME growth and sustainability, respectively. However, their limitations necessitate a more comprehensive approach for investigating the impact of COVID-19. This research proposes a framework that integrates elements of both the RBV and DCF while acknowledging the external environment and potential support mechanisms.
The proposed framework posits that pre-existing VRIN resources can influence an SMME's ability to sense and seize opportunities emerging from the COVID-19 pandemic. For instance, strong customer relationships (a VRIN resource) might enable an SMME to leverage online platforms to maintain customer engagement during lockdowns (sensing and seizing capability). Additionally, the framework acknowledges the crucial role of dynamic capabilities in reconfiguring resources to adapt to the post-pandemic environment. An SMME with strong reconfiguration capabilities may be able to adapt its production processes or service offerings to meet new hygiene protocols or changing consumer preferences.
Furthermore, the framework incorporates the external environment, recognizing the impact of factors like government policies and support programs offered by business development organizations. Effective government policies that provide financial assistance or tax breaks can bolster SMME resilience and support their recovery efforts. Similarly, business development organizations can play a crucial role by offering training programs on digital marketing or financial management, equipping SMMEs with the necessary skills to navigate the post-pandemic landscape.
This proposed framework offers a more nuanced understanding of how COVID-19 disrupts SMME growth and sustainability. By integrating elements of the RBV, DCF, and acknowledging the external environment, the framework allows for a comprehensive investigation of the multifaceted challenges and potential opportunities faced by SMMEs in the wake of the pandemic. 
This critical evaluation of existing frameworks highlights the need for further research that integrates insights from both the RBV and DCF while acknowledging the significance of the external environment and potential support mechanisms. The proposed framework provides a foundation for this research by offering a holistic lens to examine the impact of COVID-19 on SMME growth and sustainability. 

Impact of Crises on Businesses

Understanding the impact of COVID-19 on SMMEs necessitates examining existing research on how businesses, particularly SMMEs, respond to crises. This section will summarize relevant studies, focusing on methodologies employed and identifying knowledge gaps that this proposed research, utilizing questionnaires as the primary data collection tool, aims to address.

The Impact of Past Crises on Businesses
The 2008 financial crisis offers valuable insights into potential disruptions caused by economic downturns. Studies by Cavus and Gokalp (2018) investigated the impact on Turkish SMEs, employing a quantitative approach with surveys to document a significant decline in revenue and employment. Similarly, Manolova et al. (2019) examined the effects on Bulgarian SMEs using surveys and financial data analysis, highlighting how limited access to credit and disrupted supply chains hampered growth and survival.
A critical evaluation reveals limitations in these studies. Firstly, the focus on large samples through surveys may mask the nuanced experiences of SMMEs, which often exhibit greater heterogeneity (Foley & Faherty, 2020). Secondly, these studies primarily explore the immediate financial consequences, neglecting the long-term impact on operational efficiency and overall sustainability.
While questionnaires offer advantages in terms of cost-effectiveness and reaching a broad sample (Bryman & Bell, 2015), the limitations mentioned above necessitate a more comprehensive approach for the current research. This study will utilize questionnaires alongside other methods to capture the full picture.

Early Investigations into the Impact of COVID-19
The emergence of COVID-19 has spurred a growing body of research on its disruption to businesses. Early studies by Belen-Arce et al. (2020) and Freear et al. (2021) utilized case studies and surveys to explore the immediate challenges faced by businesses, particularly SMMEs. These studies highlight the significant impact of lockdowns and social distancing measures, with disruptions in customer demand, supply chain interruptions, and difficulties accessing finance emerging as key themes.
A critical evaluation reveals the strengths of these initial investigations. Case studies offer rich detail, but may not be generalizable to a wider population (Yin, 2018). Questionnaires, however, can address this limitation by reaching a broader sample of SMMEs. However, early studies primarily focused on the short-term impact, neglecting the long-term consequences for SMME growth and sustainability. This proposed research will utilize questionnaires to capture data on both immediate disruptions and long-term impacts.

Deepening the Understanding: Recent Research Trends
Recent research has begun to explore the evolving impact of COVID-19 on businesses. A study by Singh et al. (2021) employed a mixed-methods approach, combining surveys with interviews with Indian SMEs. Their findings highlight the emergence of long-term challenges for sustainability, including increased debt burdens and a shift towards online operations, which may require additional skills and resources. Similarly, Chowdhury et al. (2022) conducted a survey of Bangladeshi SMEs, documenting the crucial role of digital marketing capabilities in mitigating the negative impact of the pandemic.
These recent studies demonstrate a positive shift towards a more comprehensive understanding. Mixed-methods approaches, including surveys, strengthen the research by capturing both quantitative data and qualitative insights from SMMEs. However, knowledge gaps remain. Firstly, the existing research primarily focuses on SMMEs within specific geographic regions, limiting generalizability. Questionnaires, when carefully designed and distributed globally, can address this gap. Additionally, while some studies acknowledge the role of support mechanisms, a deeper investigation into the effectiveness of government policies and interventions in fostering SMME recovery is necessary. Questionnaires can be designed to capture data on utilization of support programs and perceived effectiveness.


Debates and Perspectives on SMME Resilience and Recovery
The ongoing COVID-19 pandemic has sparked a critical debate regarding the resilience and recovery of SMMEs. Understanding these diverse perspectives from various authors is crucial for informing effective support mechanisms and fostering a robust SMME sector in the post-pandemic era. This section will explore key themes within this debate, highlighting areas of agreement and disagreement among scholars.

The Innate Vulnerability of SMMEs
A prominent perspective emphasizes the inherent vulnerabilities of SMMEs in the face of crises like COVID-19 (Al-Fadly, 2020). Authors like Andersson et al. (2019) highlight limited financial resources as a key vulnerability. SMMEs often lack access to large cash reserves, making them susceptible to disruptions in cash flow caused by lockdowns or declining customer demand. Additionally, studies by Acs et al. (2020) point to the dependence of many SMMEs on specific sectors, such as tourism or hospitality, which were severely impacted by the pandemic. This sectoral dependence can exacerbate the negative consequences of crises for SMMEs operating within these industries.
A critical evaluation of this perspective reveals its merit in highlighting the challenges faced by SMMEs. However, it can be argued that it presents a somewhat homogenous view of SMMEs, neglecting the inherent heterogeneity within this sector (Unger et al., 2020). Some SMMEs may possess greater financial buffers or operate in less volatile sectors, potentially exhibiting higher levels of resilience.

The Role of Resources and Capabilities
Debates regarding SMME resilience also center on the role of internal resources and capabilities. The Resource-Based View (RBV) emphasizes the importance of possessing valuable, rare, inimitable, and non-substitutable (VRIN) resources for achieving a competitive advantage (Barney, 1991). Authors like Hitt et al. (1999) posit that SMMEs with strong VRIN resources, such as a loyal customer base or a unique product offering, may be better positioned to navigate crises. For instance, SMMEs with established online sales channels may have been able to adapt more effectively to pandemic-induced lockdowns compared to those reliant solely on physical storefronts.
However, critical perspectives on the RBV argue that it presents a static view of resources, neglecting the dynamic nature of crises (Wright et al., 2001). The COVID-19 pandemic rapidly transformed market conditions, rendering some previously valuable resources obsolete. Authors like Chowdhury et al. (2020) emphasize the importance of Dynamic Capabilities (DCF) in this context. The DCF framework highlights the ability of firms to sense, seize, and reconfigure their resources in response to a changing environment (Teece et al., 1997). SMMEs with strong sensing capabilities may have been able to anticipate the impact of the pandemic and take proactive measures to adapt their operations. Similarly, those with effective reconfiguration capabilities may have been able to shift production or service offerings to meet new market demands. 
While the RBV and DCF offer valuable insights, it is crucial to acknowledge that access to resources and capabilities can vary significantly between SMMEs. Policymakers and support organizations need to consider these disparities when designing interventions to foster resilience across the entire SMME sector.

The Debate on Government Support
The role of government support in fostering SMME recovery is another key area of debate. Authors like Henry et al. (2020) advocate for targeted government interventions, such as financial aid programs or loan schemes, to help SMMEs weather the economic storm caused by the pandemic. Additionally, studies by Lerner et al. (2020) highlight the potential benefits of regulatory forbearance, such as temporary tax breaks or relaxed loan repayment terms, in alleviating the immediate financial burden on SMMEs. 
However, critical perspectives on government intervention raise concerns about potential inefficiencies and unintended consequences. Authors like Fritsch and Wyrwich (2021) argue that broad-based financial assistance programs may not be effectively targeted towards SMMEs with the greatest need. Additionally, concerns exist regarding the potential for creating dependency on government support, hindering the long-term resilience of SMMEs.
This debate highlights the need for a nuanced approach to government support. Tailored interventions that consider the specific needs and challenges faced by different types of SMMEs are likely to be more effective. Additionally, promoting access to training and resources that can enhance the internal capabilities of SMMEs, such as digital marketing skills or financial literacy workshops, can be a valuable long-term strategy for fostering resilience.

The Significance of Digitalization
The COVID-19 pandemic has accelerated the digital transformation of businesses. Authors like Ayyagari et al. (2020) highlight the growing importance of digital technologies for SMMEs in enhancing their resilience and competitiveness. E-commerce platforms have enabled SMMEs to reach customers even during lockdowns, while cloud-based accounting software can streamline financial management. Additionally, social media marketing offers cost-effective tools for customer engagement and brand promotion.
However, critical perspectives acknowledge the existence of a digital divide (Fortunato et al., 2020). Not all SMMEs possess the necessary skills or resources to effectively leverage digital technologies.  Authors like Ghobaky et al. (2021) point to the challenges faced by SMMEs in rural areas or those operating in traditional sectors, who may lack access to high-speed internet or the digital literacy required to navigate online platforms.
This debate underscores the need for multi-pronged approaches to promoting digitalization among SMMEs. Government initiatives that provide training programs on e-commerce or social media marketing can equip SMMEs with the necessary skills. Additionally, infrastructure investments in expanding broadband access to underserved areas can bridge the digital divide and ensure equitable opportunities for all SMMEs to benefit from digital technologies.

Rethinking Collaboration and Networks
The pandemic has also spurred discussions on the importance of collaboration and networks for SMME resilience. Authors like De Clercq et al. (2021) highlight the potential benefits of collaboration between SMMEs, such as joint marketing initiatives or resource sharing. Additionally, studies by Aerts et al. (2020) emphasize the value of strong relationships with business support organizations, which can provide access to financing, mentoring, and other vital resources.
However, challenges exist in fostering effective collaboration, particularly among geographically dispersed SMMEs.  Authors like Roper and Hewitt (2020) point to the time constraints and competing priorities faced by many SMMEs, which can hinder their ability to engage in collaborative activities.
This debate highlights the need for support mechanisms that facilitate networking and collaboration among SMMEs. Business development organizations can play a crucial role in creating online platforms or organizing events that connect SMMEs with shared interests or challenges. Additionally, promoting mentorship programs that connect experienced entrepreneurs with emerging SMMEs can foster knowledge transfer and provide valuable guidance for navigating the post-pandemic landscape.

Conclusion: Towards a More Resilient Future for SMMEs
The ongoing debate on SMME resilience and recovery in the wake of COVID-19 highlights the complex interplay of various factors. While SMMEs face inherent vulnerabilities, their ability to adapt and innovate can be crucial for overcoming challenges. The debate underscores the importance of considering both internal resources and capabilities, alongside external factors like government support and the digital environment.
A nuanced approach that acknowledges the heterogeneity within the SMME sector is essential. Effective interventions need to be tailored to address the specific needs of different types of SMMEs. Fostering a supportive ecosystem that promotes access to resources, facilitates collaboration, and encourages digitalization is crucial for building a more resilient and sustainable SMME sector in the post-pandemic era. The findings from this research will contribute to this ongoing debate by providing a comprehensive understanding of the multifaceted impact of COVID-19 on SMMEs from a global perspective. By examining the experiences of SMMEs across diverse contexts, this research will offer valuable insights for policymakers, business support organizations, and SMMEs themselves in developing effective strategies for fostering resilience and ensuring a thriving SMME sector in the years to come.



Research Methodology
This research employs a mixed-methods approach to comprehensively explore the impact of COVID-19 on SMME growth and sustainability. Questionnaires will be the primary tool for gathering quantitative data from a broad sample, while semi-structured interviews will provide deeper qualitative insights.

Research Design
The mixed-methods approach offers a more holistic understanding. Questionnaires provide generalizable trends across a wider population, while interviews delve into the specific experiences of SMMEs. Careful data analysis will ensure coherence and avoid methodological pitfalls.

Data Collection Methods
1. Questionnaires
Self-administered questionnaires will be distributed electronically through online directories, industry associations, and social media platforms targeting SMMEs. The questionnaire design will be based on existing literature and pre-tested for clarity, validity, and reliability.
A combination of closed-ended and open-ended questions will capture both quantitative data (e.g., financial performance) and qualitative insights (e.g., perceived challenges).
Questionnaires offer cost-effectiveness and broad reach but may be susceptible to self-reported data bias and low response rates.
To address this, the questionnaire will be well-designed, anonymous, and pilot tested. Follow-up emails will encourage participation.

2. Semi-structured Interviews
Interviews will be conducted with a purposive sample of SMME owners and managers representing diverse industries, sizes, and locations. Remote video conferencing or phone calls will ensure wider geographic reach and convenience.
Interviews will be audio-recorded with informed consent, transcribed verbatim, and analyzed thematically.
Interviews offer rich data but can be time-consuming. Focusing on a strategically selected purposive sample and using remote technologies will address this limitation. 


Research Strategy
This research will be guided by a comprehensive research strategy that outlines the overall research plan and ensures a rigorous and ethical approach.  Following the principles of good research practice (Golafshani, 2003), the research will be conducted in a phased manner, with each phase building upon the findings of the previous one.

Phase 1: Literature Review
An extensive literature review will be conducted to establish a strong foundation for the research. This phase will involve reviewing academic journals, books, and other scholarly publications that explore the impact of crises on businesses, with a particular focus on COVID-19 and SMMEs. The review will identify key themes, theoretical frameworks, and existing knowledge gaps that this research aims to address. 

Phase 2: Questionnaire Development and Pilot Testing
The findings from the literature review will inform the development of a self-administered questionnaire. The questionnaire will be designed to collect quantitative data on a broad scale from SMMEs.  A pilot test will be conducted with a small sample of SMMEs to assess the clarity, validity, and reliability of the questionnaire (Bryman & Bell, 2015). The feedback from the pilot test will be used to refine the questionnaire before full-scale distribution.

Phase 3: Data Collection (Questionnaires and Interviews)
Following the pilot test, the questionnaire will be distributed electronically to a geographically diverse sample of SMMEs. Additionally, semi-structured interviews will be conducted with a purposive sample of SMME owners and managers.  The interviews will delve deeper into the qualitative aspects of the research questions, providing rich insights into the lived experiences of SMMEs navigating the challenges posed by COVID-19.

Phase 4: Data Analysis
The data collected from the questionnaires will be analyzed using quantitative statistical software. Descriptive statistics, correlation analysis, and potentially regression analysis may be employed to identify patterns and relationships between variables. The interview data will be analyzed thematically, identifying recurring themes and narratives that emerge from the participants' experiences.

Phase 5: Data Triangulation and Interpretation
Data triangulation will be a crucial aspect of the analysis process. The quantitative and qualitative data will be compared and contrasted to identify convergences and divergences, leading to a more comprehensive understanding of the phenomenon under investigation (Morse, 2015). The findings will be interpreted in light of the existing literature and will contribute to the ongoing dialogue on SMME resilience and recovery in the post-pandemic era.

Target Population and Sample Size
Target Population
The target population for this research encompasses all SMMEs operating globally. SMMEs are defined as businesses with fewer than 500 employees, following the European Commission's definition (European Commission, 2003). This definition encompasses a heterogeneous group of businesses across various industries and geographic locations.

Sample Size
Questionnaires : A convenience sampling approach will be used due to resource constraints.  Efforts will be made to target a geographically diverse sample with varied industries and sizes. Determining the ideal sample size for questionnaires involves a balance between achieving statistical significance and feasibility (Krejcie & Morgan, 1970).  A sample size of at least 384 is considered adequate to achieve a 95% confidence level with a 5% margin of error.

Semi-structured Interviews : A purposive sampling approach will be used to select a sample of SMME owners and managers representing the diversity of the target population.  Saturation sampling will be employed, continuing interviews until no new themes emerge in the data (Fuschia & Strauss, 2017).  This approach is anticipated to require a sample size of approximately 20-30 participants.

Critical Evaluation
Convenience sampling for the questionnaires may limit generalizability, while purposive sampling for interviews may miss unforeseen variations.  These limitations will be acknowledged and addressed by triangulating data with the questionnaires and striving for a diverse sample across interview participants. 


Sampling Strategy & Process
Sampling Strategy
This research will employ a two-pronged sampling approach. 
Questionnaires: A convenience sampling approach will be used due to resource constraints. Efforts will be made to reach a geographically diverse sample of SMMEs from various industries and sizes by distributing the questionnaires electronically through online business directories, industry associations, and social media platforms targeting SMMEs.
Semi-structured Interviews: A purposive sampling approach will be used to select a sample of SMME owners and managers. Participants will be strategically selected to represent the heterogeneity of the SMME sector, encompassing diverse industries, sizes, and geographic locations. 
Sampling process
Convenience sampling for the questionnaires may limit generalizability. Purposive sampling for interviews may miss unforeseen variations within the SMME population.  These limitations will be acknowledged and addressed by triangulating data with the questionnaires and striving for a diverse interview sample. 

Data Collection Method, Instrument & Process
Data Collection Method & Instrument
Questionnaires: A self-administered, online questionnaire will be the primary tool for collecting quantitative data. The questionnaire will be developed based on the literature review and will be pre-tested with a pilot sample to ensure clarity, validity, and reliability. It will utilize a combination of closed-ended and open-ended questions to capture both quantitative data (e.g., financial performance indicators) and qualitative insights (e.g., perceived challenges).
Semi-structured Interviews: Semi-structured interviews will be conducted with the purposive sample of SMME owners and managers. An interview guide will be developed based on the research questions and informed by the initial findings from the questionnaires. The interviews will be conducted remotely using video conferencing platforms or telephone calls, allowing for wider geographic reach and convenience. The interviews will be audio-recorded with informed consent from participants and transcribed verbatim for analysis.
Data Collection Process
Questionnaires: The questionnaire will be distributed electronically through the aforementioned channels. Reminder emails will be sent to encourage participation.
Semi-structured Interviews: Potential participants will be contacted via email or phone. Informed consent will be obtained before scheduling interviews. The interview guide will be used as a flexible framework to ensure all research questions are addressed while allowing participants to share their unique experiences.



Validity, Reliability, Credibility & Trustworthiness
Ensuring the rigor and trustworthiness of the research findings is paramount. This section outlines strategies to address validity, reliability, credibility, and trustworthiness.
Validity: Construct validity will be ensured by carefully linking the research questions to the questionnaire design and interview guide (Moser & Kalton, 1971).
Internal validity will be addressed by controlling for extraneous variables in the data analysis (Bryman, 2018).
Reliability: Internal reliability of the questionnaire will be assessed using Cronbach's alpha coefficient during the pilot test (Tavakol & Dennick, 2011).
Intercoder reliability for the interviews will be established by having two researchers independently code a subset of transcripts and calculating intercoder agreement (Miles & Huberman, 1994).
Credibility & Trustworthiness : Member checking will be conducted by sharing interview findings with participants for verification.
A detailed research diary will be maintained to document the research process and decision-making rationale, enhancing transparency and auditability (Lincoln & Guba, 1985).

Data Analysis & Process
The data collected through this research will undergo a rigorous analysis process using a mixed-methods approach (Creswell & Creswell, 2018).

Quantitative Data Analysis : Data from the questionnaires will be analyzed using a statistical software package like SPSS. Descriptive statistics will be used to summarize the data (e.g., means, medians, frequencies).  Correlational analysis will be employed to identify relationships between variables.  Depending on the findings, regression analysis may be used to explore the impact of independent variables on dependent variables.

Qualitative Data Analysis : Data from the semi-structured interviews will be analyzed thematically. The transcribed interviews will be uploaded into qualitative data analysis software (e.g., NVivo) to facilitate coding and theme identification.  Following an inductive approach, initial codes will be developed from the data, and then grouped into broader themes (Braun & Clarke, 2006).  These themes will be further refined through an iterative process to ensure they accurately capture the participants' experiences.

Data Integration & Triangulation: Data triangulation will be a crucial aspect of the analysis process. The quantitative and qualitative findings will be compared and contrasted to identify convergences and divergences (Morse, 2015).  For instance, quantitative findings on financial performance indicators might be explored alongside qualitative insights from interviews to understand the lived experiences behind those numbers.  This triangulation will offer a more comprehensive understanding of the phenomenon under investigation.

Ethical Considerations
Informed Consent: All participants will be provided with an informed consent form that outlines the research objectives, data collection procedures, potential risks and benefits of participation, and their right to withdraw at any point. Informed consent will be obtained before administering the questionnaire or conducting interviews.

Confidentiality and Anonymity: The confidentiality of participants will be maintained throughout the research process. All data will be anonymized, and no personally identifiable information will be linked to the data collected.  Pseudonyms will be used for interview participants in the final report.

Data Security: All electronic data will be stored securely on password-protected computers and cloud storage platforms with appropriate encryption measures. Paper-based data will be stored in locked cabinets.
Benefits and Risks : The research aims to contribute valuable knowledge to the field of SMME resilience and recovery. There are minimal risks associated with participation.  However, participants will be informed of their right to withdraw at any point without penalty. 

Ethical Review : The research protocol will be submitted to the relevant institutional review board for ethical approval before commencing data collection.


Conclusion
This research proposal has outlined a comprehensive plan to investigate the multifaceted impact of COVID-19 on SMME growth and sustainability.  By employing a mixed-methods approach that utilizes both quantitative and qualitative data collection methods, the research will offer a rich and nuanced understanding of the challenges and opportunities faced by SMMEs in the post-pandemic era.
The findings from this research are anticipated to contribute to academic literature on SMME resilience and crisis management.  Additionally, the findings can inform policymakers in developing targeted support programs to enhance the resilience of SMMEs.  Furthermore, the research can benefit business support organizations by providing valuable insights into the specific needs of SMMEs navigating a changed business landscape. 
The limitations of this research design, such as the potential for self-reported bias and limitations inherent to the chosen sampling strategies, have been acknowledged.  However, by employing rigorous data collection and analysis processes, the research aims to provide credible and trustworthy findings.  This research has the potential to contribute significantly to our understanding of how SMMEs adapt, innovate, and navigate crises to ensure long-term growth and sustainability. 


Above is what i call the project proposal
Below are the questionnaire and interview questions:

RESEARCH PROPOSAL QUESTIONNAIRE:
Impact of COVID-19 on the Growth and Sustainability of Small and Medium-sized Enterprises (SMMEs)

Thank you for participating in this survey. Your responses are invaluable in understanding the multifaceted impact of COVID-19 on Small and Medium-sized Enterprises (SMMEs). All information will be kept confidential and used for research purposes only.

Please indicate your level of agreement with the following statements using the scale provided:

1 - Strongly Disagree
2 - Disagree
3 - Neutral
4 - Agree
5 - Strongly Agree

Section A: Impact on Growth

A1. The COVID-19 pandemic significantly reduced our company’s revenue.
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A2. We had to reduce the number of employees due to the economic impact of COVID-19.
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A3. The pandemic drastically affected our market share within our industry.
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Section B: Impact on Sustainability

B1. Our business faced significant challenges in maintaining operational efficiency during the pandemic.
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B2. Financing and accessing financial resources became more difficult during COVID-19.
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B3. My enterprise had to deplete significant portions of its cash reserves to survive the economic downturn caused by COVID-19.
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Section C: Adaptation and Resilience

C1. We were able to quickly adapt to the changes brought about by the pandemic (e.g., shifting to online sales, remote work).
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C2. The pandemic highlighted pre-existing vulnerabilities in our business model that need to be addressed.
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C3. Our business has leveraged technology more effectively as a result of COVID-19.
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C4. The experiences over the past year have made our enterprise more resilient and better prepared for future crises.
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Section D: Government and External Support

D1. Government support programs (e.g., financial aid, tax breaks) were crucial in helping our enterprise navigate the crisis.
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D2. We were able to access and benefit from external support (e.g., business advice, digital upskilling) during the pandemic.
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Section E: Future Outlook

E1. We are optimistic about the future growth prospects of our business.
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E2. We have strategies in place to navigate any possible future economic downturns.
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E3. The pandemic has opened up new opportunities for our business (e.g., new markets, products, or services).
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Demographic Information (Optional):

- Business Sector: ____________________
- Business Size (number of employees): ____________________
- Operating since (year): ____________________
- Geographic location (country/region): ____________________

Thank you very much for your time and insights. Your participation is greatly appreciated and will contribute significantly to our understanding of the impact of COVID-19 on SMMEs.
 
INTERVIEW SCHEDULE 
Research on the Impact of COVID-19 on SMMEs


Section 1: Impact Assessment
1. Initial Reaction to COVID-19:
	Can you describe your initial reaction and the immediate steps your business took in responding to the pandemic?

2. Economic Impact:
	In what ways has COVID-19 impacted the financial health of your business (e.g., revenue, customer demand, supply chain disruptions)?
	How has employment within your enterprise been affected?

3. Adaptation to Market Changes:
	How quickly was your business able to adapt to the market changes brought about by the pandemic?
	What specific challenges did you face in maintaining operational efficiency during the crisis?

Section 2: Adaptation and Innovation
4. Adaptation Strategies:
	Can you discuss any new business models or strategies you adopted to mitigate the impacts of COVID-19?

5. Technological Adoption:
	Has your enterprise adopted new technologies or digital platforms as a response to the pandemic? If so, how have these changes been implemented?

6. Innovation and Services/Products:
	Have you introduced any new products or services as a response to the pandemic?

Section 3: Support and Resources
7. Government and External Support:
	Did your business avail of any government support programs or external assistance (e.g., financial, advisory) during the pandemic?
	How effective were these supports in addressing your needs?

8. Access to Financial Resources:
	Can you explain how access to financial resources (loans, grants, relief funds) has influenced your business’s ability to withstand the crisis?

Section 4: Resilience and Future Orientation
9. Resilience:
	Reflecting on your experiences, what factors do you believe contributed to the resilience of your business during the pandemic?

10. Learnings and Future Strategies:
	What key lessons have you learned from navigating through the pandemic?
	How are these learnings shaping your strategies for future resilience and growth?

11. Outlook and Opportunities:
	What is your outlook for the future, considering the ongoing or potential long-term impacts of the pandemic?
	Have any new opportunities arisen for your business as a result of the crisis?

Section 5: Policy and Recommendations
12. Policy Implications:
	Based on your experience, what policy measures do you think could better support businesses like yours in similar future crises?

13. Advice for Other SMMEs:
	What advice would you offer to other SMMEs on navigating crises based on your experience with COVID-19?

Conclusion:
	Summarize the key points discussed.
	Ask if there’s anything the participant would like to add that hasn’t been covered.
	Thank the participant for their time and valuable insights.

Logistical Information:
Interview Duration: Approximately 45-60 minutes.
Mode: Virtual (Zoom/Skype/Teams) or Telephone, based on participant preference.
Date & Time: To be scheduled as per participant’s convenience.



Now, generate for me a comprehensively detailed structure (including word counts for each section) to write the BSc dissertation.