Current Issue : October-December Volume : 2025 Issue Number : 4 Articles : 5 Articles
Using a survey-based approach, this research explored how organizational performance is related to marketing and learning orientations. The collected data were processed using SPSS 24.0 and SmartPLS 4.1.0.1 software. The study involved 390 managerial personnel from small and medium-sized enterprises (SMEs) in Mongolia. The sample adhered to the fundamental principles of probability sampling, and the survey items demonstrated reliability scores exceeding 0.7, suggesting dependable outcomes. The analysis included factor and correlation assessments of the variables, with findings generated through Structural Equation Modeling (SEM). The results indicate a robust positive relationship between organizational performance and both marketing and learning orientation, establishing them as key contributors to performance improvement. The study suggests that organizations can boost their effectiveness by fostering a culture of continuous learning, prioritizing employee learning, promoting open-mindedness among staff, and welcoming innovative ideas and efforts. From a marketing orientation, the research revealed that performance can be enhanced by monitoring competitors’ actions, refining strategies to stay competitive, efficiently leveraging resources to deliver value to targeted customers, and improving collaboration across departments....
This study explores how small family wineries in the Croatian Split-Dalmatia County integrate social media into their marketing and business strategies, focusing on the interplay between tradition, family identity, and digital innovation. Utilising a qualitative methodology, semi-structured interviews were conducted with winery owners to explore their use of social media platforms, their sales and distribution strategies, and their perceptions of Croatia’s EU membership. The results show that social media, particularly Facebook and Instagram, serve as highly personalised, low-cost marketing tools, predominantly managed by younger family members and used to convey authenticity, family heritage, and local identity. Despite limited resources and professional marketing expertise, these wineries take an intuitive, do-it-yourself approach and rely on direct customer relationships, storytelling, and experiential offerings to drive loyalty. While EU membership is generally seen as beneficial for tourism and funding opportunities, bureaucratic complexity remains a significant obstacle. This study highlights the importance of leveraging cultural heritage for digital content and emphasises the need for targeted policy support to improve digital competencies and reduce administrative barriers. These findings contribute to a deeper understanding of how family-run SMEs can gain and sustain competitive advantage by blending tradition with digital marketing practices in a rapidly evolving business environment....
Ineffective strategies to attract and retain small to medium enterprises (SMEs) can significantly affect business revenue. Financial institution leaders in Trinidad and Tobago (T&T) who fail to effectively engage and retain SMEs are at risk of facing instability and long-term challenges. Grounded in relationship marketing theory, the purpose of this qualitative pragmatic inquiry research project was to identify and explore effective strategies used by T&T financial institution leaders to attract and retain SMEs. The participants were four financial institution leaders in T&T who effectively implemented strategies to attract and retain SMEs. Data was collected using semistructured interviews and publicly available documents. After thematic analysis, four themes were identified: 1) customer relationship management, 2) utilization of organizational resources, 3) strategic performance tracking and analysis, and 4) challenges and work-life balance. A key recommendation is to implement systems to personalize services for SMEs. The implications for positive social change include the potential to empower small businesses, promote financial inclusion, and foster trust and entrepreneurship—each of which can positively impact individuals, communities, and the economy....
This study examines the transition of SMEs in the manufacturing sector towards Industry 5.0, emphasising a humancentred approach using the human–technology–organisation (HTO) model. It explores how Industry 5.0 integrates the human element into automated processes, requiring SMEs to adapt technologically, socially, and organisationally. The research, based on a literature review and expert interviews from Germany, Slovakia, and South Africa, identifies key challenges and requirements for SME adaptation. These include regional challenges like data privacy in Europe and skills deficits in South Africa. The findings categorise challenges into workforce availability, regulatory changes, institutional cooperation, and technological advancements. The paper highlights the necessity of international collaboration and policy reform to support SMEs in this transition, providing both theoretical insights and practical strategies for navigating Industry 5.0....
Background: The readiness of South African small and medium enterprises (SMEs) for Industry 5.0 plays a pivotal role in fostering economic growth, integrating advanced technologies and promoting sustainable practices. Despite their importance, the adoption of Industry 5.0 technologies among SMEs in South Africa varies significantly across sectors because of infrastructural, financial and workforce challenges. Aim: This study systematically reviews the readiness of South African SMEs for Industry 5.0, examining the adoption of advanced technologies such as artificial intelligence (AI) and Internet of Things (IoT) and their economic implications. It identifies key readiness factors, sector-specific challenges and opportunities to propose actionable strategies for improvement. Setting: Industry 5.0 technology adoption among SMEs in South Africa differs widely across sectors, influenced by variations in infrastructure, workforce skills and financial capacity. Methods: We conducted a systematic review of 10 studies using the Preferred Reporting Items for Systematic reviews and Meta-Analyses (PRISMA) approach to synthesise Industry 5.0 adoption rates, workforce capabilities, sustainability practices, and economic impacts. Results: South African SMEs are gradually adopting Industry 5.0 technologies, although progress varies across sectors. Workforce training, financial investment and digital infrastructure emerge as critical enablers. Conclusion: Industry 5.0 readiness is crucial for economic growth among South African SMEs. Sector-specific strategies and policy support are essential for overcoming existing challenges. Contribution: This study provides a framework for assessing Industry 5.0 readiness in South African SMEs and offers evidence-based recommendations for enhancing technological adoption in resource-constrained environments....
Loading....