John Chilekwa et al., The Impact of COVID 19 on small businesses managed by Youths in Solwezi, Zambia (2022)

Summary

Study by John Chilekwa and Nsama Musawa of the Copperbelt University in the International Journal of Scientific Research and Management, Volume 10, Issue 06, June 2022, on how COVID-19 affected small businesses run by young people in the mining town of Solwezi, Zambia. The authors surveyed 50 youth business owners and employees. They found the pandemic hurt business performance and youth employment, while opening room for technology-based businesses. They recommend investment in internet access and remote work, and more relief and bailout packages from the Government for small businesses with low cash reserves.

Summary drafted by a model from the document's text below and checked by script against that text before publication. It is a navigation aid, not a reading of what the document proves. Where AI is used

Cite this document

“John Chilekwa et al., The Impact of COVID 19 on small businesses managed by Youths in Solwezi, Zambia (2022).” Original at ijsrm.net. Archived at Pandemic Darlings, https://pandemicdarlings.com/source-documents/john-chilekwa-et-al-the-impact-of-covid-19-on-small-businesses-managed-927030598e/, SHA-256 ea7ab6b9c5a4f09672dea6c00c247750870832dd21a10afaf02a5779ffb51fdf.

Full text

International Journal of Scientific Research and Management (IJSRM)
||Volume||10||Issue||06||Pages||SH-2022-1160-1173||2022||
Website: www.ijsrm.in ISSN (e): 2321-3418
DOI: 10.18535/ijsrm/v10i6.sh03

The Impact of COVID 19 on small businesses managed by Youths
in Solwezi, Zambia
John Chilekwa, Kitwe, Zambia, Dr. Nsama Musawa
The Copperbelt University Directorate of Distance Education and Open Learning
P.O Box 21692
The Copperbelt University Directorate of Distance Education and Open Learning

Abstract
This research studies the Impact of Covid-19 on the small businesses managed by the Youths in the
mining town of Solwezi in Zambia. It utilised a qualitative research design method with 50 respondents
being the youth business owners/employees in Solwezi. Data collected through survey questionnaires was
the analysed using the descriptive survey design. The study found that Covid-19 had adversely affected
the youth managed small businesses performance and the youth employment in Solwezi. On the other
hand, this has brought the prospects of technology driven businesses solutions around Solwezi. The study
recommends more investment in internet technology and remote working practices as a way of reducing
the impact of pandemics in the small businesses environment. It further recommends more relief and bail
out packages from the Government to be considered for small businesses with low cash reserves.

Key words: COVID 19, small businesses, youth, internet, Solwezi

1. Introduction
The bearing effects of the COVID-19 pandemic radically altered the lives of people, including the
operations of small businesses in Zambia. On 2nd February, 2021, Zambia had recorded 1,191 new cases of
COVID-19 out of 8,355 tests conducted and 14 deaths in its last 24 hours from 1st February to 2nd February,
2021. Total COVID-19 related fatalities recorded was 794 (Ministry of Health, 2021a). On 5th February,
2021 the cumulative cases were almost 60,500 with 409 Covid-19 associated deaths recorded in January,
2021 (Ministry of Health, 2021b).
Like other countries, Zambia enforced strict quarantine rules to control the spread of the havoc of the
COVID 19 pandemic. This resulted in disruptions in the economy and the country’s social system both of
which affected business operations of all types.
Golini and Landoni (2015) notes that a disturbance in the world economic functions and in the national
social system has an effect on how business administration is carried out. Gerwel et al. (2020) writes that,
Small and Medium Enterprises (SMEs) are likely to be pace setters in mitigating the impact of a pandemic
in their location but could also experience losses on operations and tasks that are stalled due to a pandemic.
This, and the current pandemic was the driving force behind this study to determine how small businesses in
Zambia were impacted by Covid-19.
According to World Bank, 2021, SMEs have been identified as the backbone of economies globally and in
other terms referred to as drivers of the economies world-wide. They account for over 90% and contribute to
the global economy on a big scale. However, their financial stability is fragile and easily gets tilted when
faced with challenges such as Covid-19 and other natural disasters. Covid-19 has disrupted and continues to
disrupt the world economy badly affecting corporate and small businesses. Whilst corporate businesses are
able to rebound and also have the resilience to withstand such shocks for prolonged times through external
debt, usage of liquid assets etc., the same cannot be afforded by small businesses which have limited
capacities to last beyond months (World Bank, 2021).

John Chilekwa, IJSRM Volume 10 Issue 06 June 2022 [www.ijsrm.in] SH-2022-1160
Henceforth, this study investigated the impact of Covid-19 on small businesses managed by youths in
Solwezi, Zambia with the view that such information might yield possible solutions on how to combat
pandemics in the future and how to overcome their negative effects.
This study borders on the following research questions:
i) What are the short-term and long-term effects of a pandemic on youth-led small businesses in
Solwezi?
ii) To what extent can a pandemic change the dynamics of risk management?
iii) What policies and business structure can be implemented to overcome pandemics in the future?
2. Literature Review
Corona viruses belong to a group of viruses that result into common cold, severe acute respiratory syndrome
(SARS) and Middle East respiratory syndrome (MERS). On March 2020, Covid-19 was pronounced as a
pandemic by World Health Organization (WHO) (WHO, 2022).
This far, the world has endured 4 waves of COVID-19 between December 2019 and February 2022 (WHO,
2022). According to Silima (2020) traders of second hand clothes in Lusaka experienced a shortage in stock
and decrease in revenue as their businesses were adversely affected by the Covid-19 pandemic. This
business which is very popular in the developing countries normally thrives on charity through organisations
that donate or sell cheaply used and discarded clothes from Europe and other areas. Such garments and
goods, however, were no longer being delivered to Zambia because borders were closed to prevent the
spread of the novel coronavirus (Silima, 2020).
And according to The Ministry of Commerce, Trade and Industry in Zambia survey of 2020, Covid-19 had a
big negative influence on businesses in Zambia (UNDP, 2020). The survey reported that over 70% of the
respondents’ businesses were not operating at full capacity while 14% percent were grounded and not
running at all. Only 15% percent were still in full operation at the time.
The Education, Transport and Catering and Accommodation Sectors were the most affected. Eighty-five
percent (85%) businesses in the education sector were affected and had shut their businesses, while sixty
percent (60%) of businesses in the human health and social work sector had continued running their
operations as essential services (UNDP, 2020).
According to Decent Jobs for Youth (2020), the pandemic affected the young employees, who lost
employment. One in six young people (17 per cent) who were working before the outbreak of Covid-19,
were reported to be totally out of employment, most notably in the age range of 18–24 years, including those
in clerical support, services, sales, and crafts and related trades.
A study carried out in Lusaka, Zambia by Hapompwe et al (2021) showed that 63% of the small businesses
experienced a decline in business, with 2% registering zero revenue as they were forced into total closure.
Another 33% had a 50% reduction in revenue, with about 1% of the businesses not feeling the effects and
maintaining their normal revenue pattern. To the contrary about 2% experienced an increase in revenue,
these were essential goods and services businesses. This was in the same line with study conducted by
Varshney and Vyas (2020) on the potential impacts of the pandemic on the MSMEs in South Africa. Theirs
revealed that 69% of Micro, Small and Medium Enterprises (MSMEs) in South Africa experienced a decline
in revenue from the onset of Covid-19. These just like Zambia had this attributed to reduction in consumer
demand for the goods, disruption in supply chain etc.
3. Conceptual Framework
The answers of respondents to the given elements of the Covid-19 epidemic on youth-led companies in
Solwezi are measured using a clear statement in this study. According to Mamun et al. (2020), this strategy
is appropriate for respondents to understand the survey measurement items. Due to the limitations of
employing a single item, this study used multi-measurement items for all constructs. For measuring the
effects of the Covid-19 pandemic, five measurement items were adjusted from El-Zoghby et al (2020),
Rahman et al. (2021), and Wen and Haung (2019).

John Chilekwa, IJSRM Volume 10 Issue 06 June 2022 [www.ijsrm.in] SH-2022-1161
Figure 1 illustrates the conceptual framework that guided this study. This framework was adapted from
Rahman et al (2020). It measured the short-term and long-term effects of Covid-19 on youth-led businesses
in Solwezi, the changes in risk management and the policies and structures that could be put in place to
overcome pandemics in the future.

Independent Dependent

Short and Long-term

Effect of Youth-led
Businesses Risk
Covid-19
in Solwezi

Policies and

Business Structure

Figure 1: Conceptual Framework (Adapted from Rahman et al. (2021, p.6))
As shown in Figure 1, Covid-19 was the independent variable in the study while short-term and long-term
effects of Covid-19 on youth-led businesses in Solwezi, the changes in risk management and the policies
and structures that could be put in place to overcome pandemics in the future were dependent variables that
dependent on the effects of Covid-19.
Adapting and modifying measures by El-Zoghby et al (2020), Bhuiyan et al. (2021), and Wen and Huang
(2019), these variables were measured using a 5-point Likert system and short essays as unique responses
given by participants in questionnaires sections where they were allowed to freely express their experiences
and thoughts on the pandemic and their businesses.
4. Methodology
4.1. Research Design
A descriptive survey design was employed in this research as a means of data collection through
questionnaire mode of interviewing the public.
4.2. Population
The youth managed small businesses of Solwezi ranging from hair dressers, street vendors, car wash, mobile
money agents, bottle stores, barber shops are sampled randomly and served as the population for the study.
Due to time and financial constraints, only 50 people participated in the survey.
4.3. Data Collection Methods
Primary data was used in this research as information was extracted from the interviews through the
questionnaires distributed to the targeted public.
4.4. Questionnaire
The questionnaire (see Appendix A) had multiple choice questions and an essay section for respondents to
express themselves by giving all information on youth-led small businesses according to their experiences.

John Chilekwa, IJSRM Volume 10 Issue 06 June 2022 [www.ijsrm.in] SH-2022-1162
Overall, this study involved 50 respondents from a target of 74 giving it a 68% response rate which is above
the 50% advised by Qiu et al., 2017.
5. Results / Results discussion
5.1 Results
5.1.1 Impact of measures taken to respond to the pandemic affected the small business
operations.
5.1.2 There were disturbances in the supply chain regarding the delivery of materials,
equipment and other production and operation materials and resources required for
the small businesses operations.
5.1.3 None of the respondents lost their jobs however, 16 (32%) said they had seen their
income reduce because of the pandemic.
5.1.4 The labour force of small businesses shrunk by between 10 to 30%.
5.1.5 Most small business owners were willing to transform to online business platforms
5.1.6 None of the respondents had suffered from COVID-19 or had COVID-19 symptoms
5.1.7 35 (70%) of the respondents admitted to their jobs increasing their risk of getting
COVID-19.
5.1.8 Out of the 50 respondents, 32 (64%) said someone close to them had COVID-19,
either through a positive test or diagnosis.
5.1.9 14 (28%) said someone close to them was hospitalised because of COVID-19 but
none of them, died.
5.1.10 70% (30) of the 50 respondents said they knew someone close to them that admitted
to their job increasing their exposure to COVID-19
5.1.11 32% (16) of the people close to the respondents experienced a decrease in income due
to the COVID-19 pandemic but only 18 (36%) struggled with responsibilities at home
5.1.12 Changes in social contact extremely stressed 18 (36%) of the respondents, 16 (32%)
said they were only moderately stressed by the new social norms while another 16
(32%) said they were not affected at all.
5.1.13 36% (18) of the respondents reported to be very much affected in their mental and
emotional health by the COVID-19 pandemic while 16 (32%) said they were only
slightly affected. Collectively, this puts the total at 34 (68%) of the 50 respondents
whose mental and/or emotional health was somewhat affected by the coronavirus
pandemic.

5.2 Results discussion
Pandemics naturally affect businesses save for a few exceptions which are classified as essentials depending
on the type of pandemic occurrence. For example, during the COVID 19 break outs, demand of certain
commodities such as medical PPE (ventilators, surgical gloves etc.), sanitizers, face masks, hand wash etc.
reached the peak as these were essentials and must to have for medical institutions and individuals
(UNICEF, 2021). As experienced worldwide and Solwezi in this case, small businesses were a casualty too
arising from the reduced shopping power of the consumers and disruption in the supply chain especially for
landlocked trading countries like Zambia which has very few manufacturing industries and heavily depend
on exports from Europe and Asia (CBRTA, 2017).
The slump in business is also attributed to impact of measures taken to respond to the pandemic where
certain non-essential businesses like restaurants, bars were shut (Silima, 2020). The closure of businesses
resulted in loss of employment and consequently in loss of revenue and reduced shopping power for the
affected consumers. This ultimately affected the businesses output for the few businesses which had
remained open to the public. The other contributing factor was merely the fear factor in the public where
individuals restricted themselves and only went out for essential shopping outings.
This study found that in worrying about possible infections at the place of business, all 50 respondents were
willing to adapt their business structure and management practices in order to incorporate digital platforms
and ecommerce work with 32% being reasonably willing and 18% being very willing to do so. Given that

John Chilekwa, IJSRM Volume 10 Issue 06 June 2022 [www.ijsrm.in] SH-2022-1163
despite the many limitations that have occurred during pandemics, the internet has proved to be a sustainable
tool, therefore, incorporating a digital office in the management practices would actually be of benefit to
small businesses owners. Other small businesses might view this as short-term option while others might
incorporate it in the long-term. The youth managed small businesses of Solwezi have indicated willingness
to learn and adapt to the new normal of online business transactions especially during the COVID 19 peak
periods as a means of sustaining the businesses and livelihood.
6. Conclusion
6.1 Research Question 1: Short-term and long-term effects of a pandemic on youth-led small businesses
in Solwezi.
6.1.1 Short term effects
6.1.1.1 COVID 19 affected the performance of youth led small businesses of Solwezi by disrupting
the supply chain across the borders.
6.1.1.2 COVID 19 affected the performance of youth led small businesses of Solwezi through loss of
income of its clients.
6.1.3 COVID 19 affected the performance of youth led small businesses of Solwezi through the
impact of measures taken to combat it.
6.1.4 COVID 19 caused unemployment among the youth led small businesses of Solwezi thereby
affecting the businesses.
6.1.2 Long term effects
6.1.2.1 Some Youth led small businesses have failed to return to normal operations.
6.1.2.2 Some Youth led small businesses have permanently shut after COVID 19 peak periods and
Government lifting restrictions.
6.2 Research Question 2: Effect of a Pandemic on the Dynamics of Risk Management
6.2.1 Youth led small businesses have low income/cash reservoirs and as such are at high risk
during COVID 19 peaks and its post era.
6.3 Research Question 3: Policies and Business Structure to Overcome Pandemics in the Future
6.3.1 Youth led small businesses of Solwezi have not invested in internet and modern technology
to provide working style and clients buying options during the peak periods of COVID 19.
7.0 Recommendations
7.1 To sustain their operations during COVID 19 peak periods and suffer less impact in the post
period, Youth led businesses of Solwezi must consider going virtual in their business practices.
7.2 Youth led small businesses of Solwezi must digitalize aspects of business practices by
investing more in internet solutions and virtual platforms. Once established with such technology,
the impact of COVID 19 on the small businesses of Solwezi will be mitigated
7.3 In order to mitigate the risks associated with COVID 19 during the pandemic and in the post
era and thus sustain the businesses and/ or to rebound after the business slump, youth led small
businesses of Solwezi must position themselves strategically to:
7.3.1 Lobby for loans to purchase and install software to facilitate virtual business
platforms.
7.3.2 Lobby for Government bailout packages.
7.3.3 Lobby for NGO bail out packages.
8.0 Acknowledgements
John Chilekwa, IJSRM Volume 10 Issue 06 June 2022 [www.ijsrm.in] SH-2022-1164
Being in full time employment and also being a family man, it has not been easy. It is therefore in order
that I recognize and salute my wife, Mary Nayame and my children for being understanding and giving
me the moral support and space as I went on doing the academic work.
I wish also to render sincere gratitude to my course mates especially Bwalya M Katongo, Veronica
Aulelyo and Ernest Banda whom we have been interacting with virtually from February, 2020. This class
was special and cooperative. Despite having limitations of physical interactions, the new normal of
virtual learning was an awesome learning experience.
I also thank all the small businesses of Solwezi who took part in the questionnaire process to
facilitate for my data collection.
I also wish to thank the Academic Supervisors and Lecturers from different countries whom we have
had throughout the course for the guidance, intellect and coaching imparted to me and my colleagues.
Last but not the least, hats off to the Thesis Supervisor Dr Nsama Musawa for the coaching from the
onset of the Thesis up to the final day.
God bless you all.
References
1. Bhuiyan MA, Gazi MAI, Rahaman MA and Rahman MK (2021) Effect of Covid-19 pandemic on tourist
travel risk and management perceptions. PLOS ONE 16(9): e0256486.
https://doi.org/10.1371/journal.pone.0256486
2. Decent Jobs for The Youth (2020). Youth and COVID 19 – Impact on jobs, education, rights and mental well-
being. Available at:www.decentjobsforyouth.org
3. El-Zoghby SM, Salama HM and Sultan EM (2020). Impact of the COVID-19 Pandemic on Mental Health and
Social Support among Adult Egyptians. Journal of Community Health, 45, 689–695. https://
doi.org/10.1007/s10900-020-00853-5 PMID: 32468155
4. Gerwel P, Nyathi M and Taylor S (2020). The Impact of COVID-19 on Project Managers in the Construction
Industry. 10.13140/RG.2.2.30407.11686.
5. Golini R, Kalchschmidt M and Landoni P (2015). Adoption of project management practices: The impact on
international development projects of non-governmental organizations. International Journal of Project
Management 33 (3), 650-663.
6. Hapoompwe C, Sichoongwe K and Simushi C. (2021). An Assessment of the Impact of Covid-19 on Small
and Medium Enterprises (SMEs) in Lusaka, Zambia. Available at:
http://dx.doi.org/10.29322/IJSRP.11.06.2021.p11431
7. Ministry of Health (2021b). COVID-19 Update 5 Feb 2021. Available at:
https://web.facebook.com/mohzambia/photos/a.773733439467982/1829926007182048/ [Accessed: 6
February 2021].
8. Qiu Y, Chen BL, Mao R, Zhang SH and Zeng ZR (2017). Systematic review with meta-analysis: loss of
response and requirement of anti_TNFalpha dose intensification in Crohn’s disease
9. Silima D (2020). Zambia’s informal sector has been hit hard by COVID 19 lockdown. Available
at:https://www.dandc.eu/en/article/zambias-informal-sector-has-been-hit-hard-COVID-19-lockdown
10. UNDP (2020). The impact of COVID 19 on enterprises in Zambia. Available at:
https://www.zm.undp.org/content/zambia/en/home/presscenter/pressreleases/2020/business-survey-reveals-
adverse-effects-of-COVID-19-on-businesse.html
11. UNICEF (2021). Three reasons why personal protective equipment (PPE) supply remains critical. Available
at:https://www.unicef.org/supply/stories/three-reasons-why-personal-protective-equipment-ppe-supply-
remains-critical
12. Varshney & Vyas (2020). A study on the potential impacts of the pandemic on the MSMEs in South Africa.
13. Wen J and Huang S (2019). Chinese tourists visiting volatile destinations: integrating cultural values into
motivation-based segmentation. Journal of China Tourism Research, 15(4), 520–540.
14. World Bank (2021). Small and Medium Enterprises Finance. Available at:
https://www.worldbank.org/en/topic/smefinance.
15. WHO (2022). COVID 19 pandemic. Available at: https://www.who.int/

John Chilekwa, IJSRM Volume 10 Issue 06 June 2022 [www.ijsrm.in] SH-2022-1165
APPENDIX A: QUESTIONNAIRE
The Impact of COVID 19 on small businesses managed by Youths in Solwezi, Zambia

Dear respondent,
I am a student pursuing a Master’s Degree in Business Administration General. I am conducting a
research on ‘The Impact of COVID 19 on small businesses managed by Youths in Solwezi, Zambia’.
You have been randomly selected to be part of this data collection by way of answering the questionnaire
below. Please be truthful and answer the questions below to the best of your knowledge in an accurate
manner.
INSTRUCTIONS
1. Please answer each question in a qualitative manner.
2. You are not required to state your name or Identity in any field.

1.0 MANAGERS

This section collects information from managers of small businesses holding different managerial positions
with varying responsibilities. All managers, including those holding lower levels of management, those
employing 2-5 people are also part of this sample.

1.1 Managerial Position

2. What position do you hold in the youth-led enterprise in Solwezi? (Please specify occupation and/or
daily activities).

……………………………………………………………………………………….

3. How long have you been in youth management? (Please check the box that fits you).

0 – 1 year.

2 – 4 years.

4 – 6 years.

More than 6 years.

3. Livelihood Impact

This section analyses the general impact of COVID-19 on the daily life of managers and sole proprietors of
youth-led small enterprises both in and outside of the work environment.

Please read through the below questions and tick the appropriate answer. This might apply to you or
someone close to you FROM DECEMBER, 2019 UNTIL NOW.

John Chilekwa, IJSRM Volume 10 Issue 06 June 2022 [www.ijsrm.in] SH-2022-1166
Experience Happened to Happened to
me someone close
to me
1. Became ill with COVID 19 symptoms (fever, dry cough, Yes, with Yes, with
shortness of breath). positive test positive test
Yes, Yes,
diagnosis by diagnosis by
doctor but no doctor but no
test test
Yes, Yes,
symptoms but symptoms but
no diagnosis no diagnosis
No No
2. Hospitalized from exposure to the coronavirus Yes No Yes No

3. Died of complications of the coronavirus Yes
No
4. Job has increased risk of exposure to coronavirus Yes No Yes No

Specify occupation:
5. Lost job or lost income due to the coronavirus pandemic Yes No Yes No

6. Struggled with responsibilities at home due to the coronavirus Yes No Yes No
pandemic

7. Difficulty getting food, medication, medical help or other Yes No Yes No
necessities due to the coronavirus pandemic

8. Negatively impacted relationships with family or friends Yes No

Please respond to the following questions about the way that the COVID-19 pandemic has affected you
FROM DECEMBER, 2019 UNTIL NOW.

9. How much are you reading, watching/listening, talking or thinking about coronavirus/COVID-19?

a. Never
b. Rarely
c. Occasionally
d. Often
e. Most of the time

10. How much do you worry about your health or the health of your friends or family?

a. Never
b. Rarely
c. Occasionally
d. Often
e. Most of the time

11. How stressful have changes in social (family and friends) contacts been for you?

John Chilekwa, IJSRM Volume 10 Issue 06 June 2022 [www.ijsrm.in] SH-2022-1167
a. Not at all
b. Slightly
c. Moderately
d. Very
e. Extremely

12. How stressful have changes in your way of life (financial, education, living situation, childcare,
etc.) been for you?

a. Not at all
b. Slightly
c. Moderately
d. Very
e. Extremely

13. How much has your mental/emotional health been worsened by the COVID-19 pandemic?

a. Not at all
b. Slightly
c. Moderately
d. Very
e. Extremely

14. How much has your sleep been worsened by the pandemic on the average night?

a. No loss of sleep
b. <1 hour less sleep
c. 1-3 hours less sleep
d. >3 hours less sleep

4. Impact on Business Management

This section analyses the impact of COVID-19 on the business management practices in youth-led
businesses in Solwezi.

1. To what extent have the production and operations of your enterprise been affected by this
pandemic? (single choice)
A. Very serious impact, leading to serious difficulties in project operations and bankruptcy.
B. Great impact: operations barely maintained.
C. Small impact, some difficulties in project operations, but overall stability
D. No significant impact.
E. Positive impact, providing new opportunities for development.

2. What are the reasons for the suspension of production and operations of your organisation?
(multiple choice, up to 2 items)

A. Shortage of production materials.
B. Difficulty in developing a sustainable strategy.
C. Impact of measures taken to respond to the pandemic.
D. Insufficient human resource due to lockdowns.

John Chilekwa, IJSRM Volume 10 Issue 06 June 2022 [www.ijsrm.in] SH-2022-1168
3. What are the main management challenges that your business is currently facing? (multiple
choice, up to 3 items)

A. Employee salaries, insurances
B. Rent (Buildings, Equipment)
C. Repayment of loans
D. Payment of accounts payable
E. Cancellation of orders

4. What is the current situation regarding the supply of materials, equipment and other
production and operation materials and resources in your organisation? (single choice)

A. Total disruption of supply
B. Supply shortage
C. Supply barely maintains production
D. Satisfactory supply
E. Normal supply

5. Does your business plan to reduce or increase the number of employees? (single choice)

A. Reduce greatly (30–50%)
B. Reduce slightly (10–30%)
C. Remain basically the same
D. Increase slightly (10–30%)
E. Increase greatly (30–50%)

6. How has the pandemic affected recruitment? (multiple choice, up to 3 items)

A. Increase in labour costs
B. Unable to find a suitable recruitment channel
C. Postponement or cancelation the existing recruitment plan
D. Transition to online recruitment

7. Are you willing to transform to online digital practices?

A. Very unwilling
B. Unwilling
C. Reasonably willing
D. Willing
E. Very willing

8. What self-help measures has your organisation taken so far? (multiple choice)

A. Applied for financing.
B. Increased online operations.
C. Cut pay and jobs.
D. Implemented a remote office (digital office).

9. What are the potentially positive impacts of the pandemic in your view? (multiple choice, up to
3 items)

John Chilekwa, IJSRM Volume 10 Issue 06 June 2022 [www.ijsrm.in] SH-2022-1169
A. Promote the establishment of remote office work.
B. Enhance information and digital construction of firms.
C. Help to better realize firm’s shortcomings and solve existing problems.

10. What policies do you expect/want the government will/to put in to place to help your
organisation overcome such difficulties? (Multiple choice, up to 4 items).

A. Reduce, exempt or postpone value-added tax, income tax, insurance premiums and other taxes
B. Stimulate consumption.
C. Allow youth-led enterprises to implement a staged flexible salary method.
D. Provide subsidies for rent, utilities, post stabilization etc.

11. To what extent do you expect this pandemic will affect your business’ development in the first
quarter of 2022? (single choice)

A. Profits will be made/continued provision of services to the public.
B. Balance of income and expenditure (break-even).
D. Losses will be made reducing the provision of services to the public.
E. Serious losses will be made greatly reducing the provision of
A. Bankruptcy, halting all services and a possible closure of the organisation.

12. How many employees are there in your organisation?

A. 5 and below

B. 6 –10

C. 11–20

D. 21–30

E. 31–40

F. 41–50

G. 50 and above

13. How many employees do you anticipate on keeping in your organisation if the pandemic
continues up to December 2022?

A. 5 and below
B. 6 –10
C. 11–20
D. 21–30
E. 31–40
F. 41–50
G. 50 and above

5. Creating a Model for Future Pandemics (Interview)

This section analyses the personal thoughts of managers in youth-led enterprises in Solwezi. The
managers and sole owners are encouraged to write their own thoughts according to their experience and
perspectives.

Fill in the blank spaces with your experience, thoughts and perspective.

John Chilekwa, IJSRM Volume 10 Issue 06 June 2022 [www.ijsrm.in] SH-2022-1170
1. What do you think are the short-term effects of a pandemic on youth-led small businesses?

2. What do you think are the long-term effects of a pandemic on youth-led small businesses?

3. To what extent can a pandemic change the dynamics of risk management?

…………………………………………………………………………………
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
………………………………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
………………………………………………………………………………………………………
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
…………

4. What policies do you feel should be implemented to overcome pandemics in the future?

John Chilekwa, IJSRM Volume 10 Issue 06 June 2022 [www.ijsrm.in] SH-2022-1171
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
………………………………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
……………………………………………

5. What organisational structure or changes to the current organisational structure do you feel should be
implemented to overcome pandemics in the future?

6. From your experience in your business, what is the effect or effects of a pandemic on project
management practices in youth-led small businesses?

7. Any other comments you would like to add? E.g. On how the system should work?? Perhaps other
features you would like to see?

…………………………………………………………………………………
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
………………………………………………………………

John Chilekwa, IJSRM Volume 10 Issue 06 June 2022 [www.ijsrm.in] SH-2022-1172
End of questionnaire.

Thank you for participating.

John Chilekwa, IJSRM Volume 10 Issue 06 June 2022 [www.ijsrm.in] SH-2022-1173

File and source

File: chilekwa-2022-the-impact-of-covid-19-on-small-businesses-managed-by-youths-in-solwezi-zamb.pdf
Size: 284,457 bytes
SHA-256: ea7ab6b9c5a4f09672dea6c00c247750870832dd21a10afaf02a5779ffb51fdf
Our copy: chilekwa-2022-the-impact-of-covid-19-on-small-businesses-managed-by-youths-in-solwezi-zamb.pdf
Original: ijsrm.net