Despite the lack of a universally accepted definition, scholars generally agree that a business incubator is a supporting institution for nascent ventures (Hausberg & Korreck 2020). Consequently, business incubators have rapidly expanded as a start-up support model (Urbaniec & Żur 2021). Dlamini et al. (2022) describe a business incubator as a strategic tool that helps a country grow its entrepreneurial base and reduce the high failure rate of SMEs. Although some argue that accelerators have a stronger positive impact on start-up SMEs than incubators, both share the common goal of supporting SMEs during the early and vulnerable stages of their growth (Bone et al. 2019).

Business incubators are often classified according to their characteristics and value propositions. In the first generation, incubators primarily provided basic office space and infrastructure, enabling entrepreneurs to initiate business activities more easily (Aerts, Matthyssens & Vandenbempt 2007; McAdam & McAdam 2008). During the second generation, incubators expanded their offerings to include more developed services, such as access to financial resources, business management training and marketing support. They also offered technical assistance, including research and design, technology know-how, intellectual property protection and links to technology transfer (M’chirgui et al. 2018).

Business incubators are meant to develop SMEs which are capable of operating independently upon graduating from the incubation programme. Such graduates have the potential to create jobs, revitalise neighbourhoods, commercialise new technologies, and strengthen both local and national economies (National Business Incubation Association [NBIA] 2012). Incubation improves the survival rate of new businesses and, in turn, contributes to social and economic development (Martins, Abreu & Calado 2019).

Beyond infrastructure and training, business incubators also provide networking services, including preferential access to prospective clients, manufacturers, technological partners and venture capitalists (Apa, Grandinetti & Sedita 2017; Kiran & Bose 2020; Shepard 2013). Modern third-generation business incubators bring together multiple businesses not only under one roof but also in virtual spaces. By offering start-ups a one-stop-shop model, incubators help reduce overheads through shared costs and streamlined services (Indiran et al. 2021; Kiran & Bose 2020).

Previous studies have confirmed the importance of strong upward linkages between start-up SMEs and larger firms for SMEs’ survival. Such linkages are also critical for fostering innovation. Booysens (2011), in his study of small businesses, found that the failure of SMEs to form strong upward linkages with larger firms – many of which are innovation-oriented because of their investment in research and design – limits innovation and, in the long run, undermines survival. Innovation and technology diffusion are more likely when small businesses establish ties with larger, knowledge-intensive firms (Bureau for Economic Research 2016). According to Quak (2019), SMEs can build these linkages through industrial clusters and networks, such as production networks. These include supply chains, where SMEs frequently serve as suppliers to larger companies. Supply chains can therefore be understood as collaborative networks where SMEs and larger firms interact (SAPICS 2024). Effective collaboration within supply chains requires robust supply chain management (SCM).

Supply chain management refers to the management of the flow of goods and services from the production of raw materials through to consumption by the end-user (CIPS 2020). At its core, SCM involves the coordination of activities both within a firm and among members of the supply chain. Effective SCM promotes strong supplier and customer relationships, enhances information sharing and enables firms to achieve competitive advantage through lower costs, better product quality and improved innovation (Mukhsin & Suryanto 2022). In a globalised environment, SMEs face numerous survival challenges; to remain competitive, they must produce at lower costs, increase output, ensure minimal defects and deliver products in shorter timeframes. To meet these demands, SMEs need to adopt SCM practices (Kerekes & Felföldi 2020).

Chin et al. (2012) observed that while larger enterprises tend to recognise and capitalise on the advantages of supply chain integration, SMEs often lack an understanding of how embedded supply chains can improve their business processes. This knowledge gap prevents SMEs from fully realising the benefits of SCM, such as improved service quality, cost reduction and greater operational efficiency. Many SMEs underestimate the value of SCM and lack sufficient expertise in its implementation. Yet, given their role as engines of growth, SMEs can strengthen their chances of survival and expansion by adopting effective SCM practices (Chin et al. 2012).

The role of supply chains in enhancing SMEs’ access to the latest technologies, materials, processes and methods of innovation cannot be overstated (Chin et al. 2012; Tukamuhabwa, Mutebi & Kyomuhendo 2021). Furthermore, SMEs must adopt cost-effective SCM approaches to ensure long-term survival (Chin et al. 2012; Kerekes & Felföldi 2020). Research has shown that the benefits of SCM for SMEs include improved customer service and responsiveness, cost savings, better communication, increased flexibility, risk reduction, shorter product development cycles, reduced duplication in inter-organisational processes, lower inventory costs and greater efficiency in electronic trading (Chin et al. 2012; Koh et al. 2007; Meehan & Muir 2008). By adopting SCM practices, SMEs are better positioned to respond to market changes and uncertainties. Consequently, integrating SCM is strongly advisable for SMEs seeking to enhance performance and competitiveness.

Data were collected through semi-structured interviews, which combined predetermined questions with the flexibility to explore topics in greater depth, allowing participants to provide rich, detailed insights. To code and develop themes systematically, the researcher used ATLAS.ti following these phases: creating the project, adding documents, identifying relevant data segments, coding, writing memos and comments, analysing and querying data, developing models, visualising findings and generating the final report. The qualitative analysis and interpretation were conducted once all data had been organised and coded.

Thematic analysis was employed in this study. This involved transcribing interviews and conducting reflexive or independent coding to ensure reliability (O’Neill et al. 2023). ATLAS.ti software was used to assist in organising and coding data, enhancing the rigour and efficiency of the analysis process (Pombo & Franco 2023). The study adhered to measures of trustworthiness, including credibility, dependability, transferability and confirmability. Credibility ensured that the identified themes accurately reflected participants’ experiences. Dependability involved providing a clear description of the analytic process. Transferability ensured that the study offered rich descriptions of findings, allowing others to judge their applicability in different contexts. Confirmability was achieved by documenting the research process in detail to enable potential external audits (Lincoln & Guba 2005; Nowell et al. 2017).

Ethical standards were strictly followed. An application for full ethical approval was made to the Department of Business Management Research Ethics Committee and ethics consent was received on 19 June 2023. The ethics approval number is 23SOM/BM17. Participants were assured of the confidentiality and anonymity of their personal information and other data collected. They were also informed of their right to withdraw from the study at any point if they felt uncomfortable during the interview process.

Asked about SCM practices that help them survive and grow, one SME founder responded:

Another participant affirmed:

These views align with current research, which highlights that strong relationships with strategic suppliers are vital (Almohtaseb et al. 2024). These observations suggest that SMEs can enhance their survival and support long-term growth by building and maintaining collaborative relationships with suppliers. By cultivating trust and cooperation, SMEs can secure favourable terms and gain early access to new and innovative ideas. Stable supplier relationships also enable SMEs to consistently deliver high-quality products on time, thereby fostering customer satisfaction and loyalty.

The findings of this study indicate that SMEs’ cultural ingenuity contributes to their survival, growth and success by leveraging unique cultural strengths and internal knowledge to solve problems creatively and adapt effectively to challenges. Three participants elucidated that:

The sentiments expressed above align with the view that an SME’s sustainability is significantly influenced by its organisational culture and the founder’s personality. Organisational culture plays a decisive role in determining the fate of a business (Leso, Cortimiglia & Ghezzi 2023). This suggests that SMEs should regularly evaluate and adjust their approaches to remain effective (Agbodza 2024). The findings also support the notion that cultural compatibility fosters stability, builds trust and reduces conflicts with other supply chain partners. Understanding the culture of supply chain partners is crucial (Benhayoun et al. 2020). By aligning their culture with that of network partners, SMEs can enhance cooperation and communication, thereby gaining trust, confidence and collaborative support from their partners.

This study found that post-incubation challenges faced by SMEs include difficulties in transitioning to independence and a lack of operational space. In this regard, one manager highlighted the challenges SMEs encounter in becoming self-sufficient after incubation as follows:

Another responded as follows:

Yet another participant said:

This conclusion aligns with the view that SMEs require support even after graduating from incubation and that incubators should provide continued, long-term assistance (Interreg Europe 2024). Follow-ups and ongoing engagement are essential. Effective incubation and acceleration programmes foster a community of alumni, which is vital for supporting SMEs post-incubation and enhancing their survival and scaling potential (Polo, De Pablos-Heredero & Jiménez 2021; Schutte & Barbeau 2022). This underscores the importance of post-incubation acceleration to ensure that SMEs not only survive but also grow. Active participation, collaboration and cooperation across domestic and global markets enable SMEs to embed successfully in both local and global supply chains.

This finding also raises questions about the strength of incubation and acceleration programmes and the business mindset of SME founders. The inability of some SMEs to operate independently post-incubation may indicate weaknesses in the incubation programme itself. For SME founders, it may reflect an over-reliance on external support rather than fostering a mindset of self-sufficiency, adaptability and resilience – qualities essential for long-term growth and success.

This study further found that SMEs often lack industry-specific compliance guidance. Without a clear understanding of complex regulatory requirements, SMEs face difficulties embedding effectively within industry-specific supply chains. This challenge was highlighted by one participant, who stated:

One participant noted:

The results highlight how the lack of proper SME documentation, such as licenses and other relevant certifications, remains a significant barrier to integrating into supply chains (Gandhi, Nurcahyo & Gabriel 2021; Mushtaq & Iqbal 2024). This barrier is largely absent from existing literature on the challenges SMEs face in supply chain integration. The study further reveals that insufficient licenses, certifications and accreditations not only hinder supply chain integration but also limit SMEs’ access to funding.

For incubators and accelerators, this implies a critical role in ensuring that SMEs obtain the necessary documentation to facilitate supply chain embedding. The findings underscore the importance of helping SMEs navigate complex regulatory regimes and highlight the value of connecting start-ups with industry-specific experts and legal professionals. This insight fills a gap in the current literature on barriers to SME integration in supply chains.

Primary data from participants also indicate that SMEs often lack essential supply chain knowledge, experience and skills, which creates a significant barrier to smooth integration into supply chains. Highlighting this challenge, one incubator manager stated:

This result aligns with the view that, unlike large enterprises, SMEs often lack a thorough understanding of SCM practices (Almohtaseb et al. 2024; Kerekes & Felföldi 2020; Singagerdaa, Rahmawatia & Sabrib 2024). This knowledge gap prevents SMEs from fully appreciating the benefits of SCM and creates challenges in implementing best practices effectively. Supporting this perspective, SAPICS (2024) observed that the success of small businesses is frequently undermined by insufficient resources, skills and support in the critical area of supply chain management.

The findings of this study indicate that financial viability and support are crucial for SMEs seeking to embed in supply chains. Participants highlighted that financial viability enables SMEs to meet operational expenses and service debts and fulfil their commitments. Emphasising the importance of financial viability and the role of business incubators in facilitating SMEs’ access to finance, one participant observed:

One incubator manager emphasised:

This observation aligns with the view that financial resources are among the most critical factors for SMEs’ survival and growth (International Labour Organization 2021). It also reflects the widely acknowledged challenges that SMEs face, including limited access to finance and insufficient financial management skills (Bank of Queensland 2021). Furthermore, the finding supports the perspective that business incubators play a key role in providing SMEs with access to finance and training in financial management (Madaleno et al. 2022).

The implication is that business incubators and accelerators should actively facilitate SMEs’ access to finance while offering financial management training to enable SMEs to compete effectively in supply chains, thereby enhancing their survival, long-term growth, and success. Small and medium-sized enterprises must understand the value of financial management to avoid failure over time (Muriithi 2017; Ramasobana, Fatoki & Oni 2017). Effective financial planning allows SMEs to achieve their financial goals and secure their future (Mang’ana, Hokororo & Ndyetabula, 2024). Therefore, incubators and accelerators should provide financial planning training and mentorship, helping SMEs to adopt prudent practices to become financially viable and competitive participants in supply chains.

The contributions of this study to practice include providing SMEs with insights on leveraging supply chains to enhance their survival and growth. The findings also inform SME policymakers about the importance of embedding SMEs in supply chains to ensure their longevity. Furthermore, the study offers guidance to incubators, highlighting the significance of prioritising mentorship and training in SME supply chain integration to strengthen SMEs both during and after the incubation period.

Firstly, to enhance survival and growth, SMEs should proactively and promptly embed themselves in supply chains to capitalise on the opportunities available within supply chain networks. Integrating into supply chains should be considered a top priority for SMEs seeking long-term sustainability. Secondly, SME policy should emphasise embedding SMEs in supply chains as a strategic practice, recognising its critical role in promoting SME survival, growth and competitiveness.

As phenomenological research relies on participants’ lived experiences, responses may be influenced by personal perceptions, biases and emotions. The interpretative nature of the analysis may also introduce researcher bias, despite efforts to maintain objectivity. To enhance the robustness and generalisability of the findings, future studies could integrate quantitative approaches, such as surveys or statistical modelling, to validate and complement qualitative insights. Moreover, future research could adopt a comparative regional approach, examining SMEs in Botswana alongside those in other African countries or global markets. Such studies could provide valuable insights into best practices and inform policy recommendations for SME supply chain integration.