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This paper aims to investigate how small to medium‐sized enterprises (SMEs) use particular brand communication activities to develop their brands.

As a means to build some understanding about this phenomenon, a “contemporary marketing practices” perspective was used as a theoretical framework to 30 holistic case studies in Mexico. Semi‐structured interviews were carried out with brand owner/managers.

Findings suggest four categories of brand communication activities based on interactional, transactional, and e‐marketing approaches, including “close and personal”, “mass‐personalisation”, “mass”, and “e‐communication” activities.

Many more activities were found in interactional marketing as it appeared to be more suited to SMEs and context. Future research may address key activities for further investigation such as word‐of‐mouth as a key role in SME brand communication.

This study confirms the key participatory role of the brand owner with regard to brand communication activities.

This is one of the first articles that attempts to explain how SME brands use marketing communication tools to interact with their stakeholders for brand development.

This paper aims to develop and test a conceptual model of organizational structure design that incorporates some factors influencing strategy implementation. The research also aims to consider inter‐functionality in new product development (NPD) processes and marketing decisions, measured from the dispersion of these activities among functional areas.

The research was conducted across 424 small and medium‐sized furniture manufacturing companies. In total, eight hypotheses were proposed and tested using structural equation modeling.

Most important among the study's findings was that inter‐firm relationships and inter‐functional processes are relevant for the study of organizational structure design. It was found that the dispersion of the new product development process and of marketing decisions exert a positive influence on architectural marketing capabilities. The results showed that the dispersion of NPD processes and marketing decisions influence the development of marketing capabilities only in those companies with inter‐firm relationships. The paper also found that inter‐firm design did not affect the impact of the relationship between the dispersion of marketing decisions and NPD process on specialized capabilities.

The study focuses research on Brazilian small to medium‐sized furniture enterprises and could have single‐source bias in its data collection process.

The findings provide insights into ways of integrating structures. It is observed that a higher integration of areas in marketing decisions is related to the dispersion of the NPD process. Given that dispersion in NPD is a disseminated practice, it is found that higher dispersion in marketing activities has an impact on product development.

The paper's findings confirm the influence of organizational design on the development of planning capabilities and on the implementation of marketing strategies.

This study aims to identify some of the major barriers that may hinder potential small to medium‐sized enterprise (SME) exporters and non‐exporters from exporting their operations in the international market.

Based on the aim of this study, a questionnaire based survey method was conducted among 250 Jordanian manufacturing SMEs using random sampling with usable response rate of 54 per cent. Data were analysed using relevant statistical methods ranging from factor analysis to regression analysis.

The results show that economic/political‐legal and governmental barriers, financial and information barriers have a significant negative relationship with the export performance of SMEs in Jordan. Also, the results show that exporters and non‐exporters significantly agree in their views of the various barriers.

The study was carried out on SMEs operating in Jordan. Hence, caution should be taken when generalisation across cultures is considered. However, the findings of the study provide public and company policy makers with valuable guidelines for the formulation of suitable export marketing strategies and national export assistance programs.

This is ascribed to the relatively small local market size and to the country's gradual shift from heavy reliance on import substitution strategies in the last two decades to contemporary export orientation. Also, there is now a need for an urgent action plan to correct the deficit in the trade balance in the Jordanian economy. This action plan needs to include what causes Jordanian SMEs to export or prevents them from doing so. Once the relative importance of these barriers is detected, their validity in predicting the probability of a SME firm being an exporter can be tested.

This paper seeks to extend knowledge on the impact of different marketing capabilities on various measures of organisational performance in the context of family‐run small to medium‐sized enterprises (SMEs).

Aspects regarding marketing capabilities in family‐owned SMEs and their impact on superior performance are identified and briefly discussed according to the existing literature. Then, quantitative research is presented followed by a discussion of the findings. The paper ends with the conclusion, managerial implications, limitations and lines for future research.

The results of the study show the relevance of marketing capabilities for product differentiation to gain stakeholders' satisfaction. Other marketing capabilities related to marketing planning and pricing have a positive impact on financial performance.

Different marketing capabilities have a different impact on various measures of performance. The nature of the marketing capabilities under consideration determines whether their main impact is on financial performance rather than on stakeholders' satisfaction.

The purpose of the paper is twofold: first, to examine how managers and employees in start‐ups understand and define a corporate brand; and second, to reveal how corporate brand co‐creation with different stakeholders is executed in companies in their start‐up phase.

The data are gathered via a multiple case study from the managers and employees of three start‐ups that operate in the software business.

Corporate brand has both internal and external aspects. Corporate brand co‐creation is a process that begins with the stakeholders inventing the corporate name before the company is established, and continues at the start‐up phase by developing the new corporate name, updating the logo and communications material, and developing the product and business. The events and stakeholders in each of the above mentioned sub‐processes are also revealed.

The small number of interviews from a specific context limits the statistical generalisability of the results. Only a corporate viewpoint is taken, which may not offer a profound understanding of the process.

Managers need to recognise the stakeholders that could help the company, and how they could possibly help, both before and after establishing the company. The stakeholders may offer ideas and viewpoints that the entrepreneur could not invent alone, and which could, as their best, improve the whole business.

To the best knowledge of the author this is one of the rare studies that examines corporate branding in start‐ups and perhaps the first study to examine them from a corporate brand co‐creation viewpoint.

The purpose of this article is to present a model that compares the switching costs that consumers face when they buy pioneering and follower products.

A study of 255 new products indicates that switching costs are actually higher when switching from an existing product to a pioneering product.

The study shows that people who buy a pioneering product may also face switching costs, if the pioneering product is launched in an existing category where consumers are already familiar with similar products.

The results help to reinforce the view that first movers have advantages and demonstrate that switching costs do not lead to a higher level of consumer retention.

This study provides interesting managerial implications on how to launch new products more effectively when they suffer from switching costs..

Researchers commonly view switching costs as a barrier to market entry that protects enterprises that launch pioneering products and gives them a competitive advantage over those that launch follower products. The underlying idea is that people only experience switching costs when they change to a different follower product, rather than when they purchase a pioneering product instead of the product that they usually purchase.

This paper is focused on corporate social responsibility (CSR) in the context of small to medium‐sized enterprises (SMEs). Its main interest consists of establishing a framework for clarifying the drivers of CSR activities in such a context. This paper also aims to analyse how CSR influences SMEs' image and positioning.

The general conceptual framework proposed by the literature is complemented with empirical research based on a longitudinal multi‐case study (inter and intra‐industry).

The research proposes that the owner/managers' values, market pressures and laws are key drivers for CSR in the SMEs context. Managers expect positive outcomes when CSR is implemented. However, the data suggest that while proactive and consistent SMEs may build up a good image and strong positioning, reactive and opportunistic firms may be penalised by stakeholders (e.g. customers).

CSR activities, when adequately managed, contribute for a better SME image and market positioning.

The ideas presented in this paper may help in achieving better management of resources in SMEs.

There are two purposes of this paper: first, to analyze the effect of size and other organizational factors (IT knowledge, IT external support and the level of employees' education) on the use of e‐business; and second, to identify similarities and differences among these factors in micro, small, medium‐sized and large enterprises.

The proposed model is empirically tested using data from the Sectorial e‐Business W@tch survey. A logit estimation for the whole sample and for each type of firm size has been implemented on the use of e‐business.

The study finds positive and significant effects of all the organizational factors on the intensity of e‐business use. When analyzing the effect of size, it was found that medium‐sized and large firms are more likely to use e‐business more intensively. Although medium‐sized and large firms are similar, some differences have been found between small and medium‐sized firms. Only small firms use IT outsourcing as a key factor to use e‐business.

This study is based on a cross‐sectional data set. Longitudinal research would be needed for comparing results over time. Future studies could focus on the use of each type of e‐business technology, instead of a global measure of e‐business use. Future research could also analyze the differences of e‐business adoption rates among countries.

The paper concludes that small and micro firms are less likely to conduct e‐business than medium‐sized and large firms. An important influence on the use of e‐business is workforce education, implying that training could substitute hiring IT employees. Outsourcing IT activities is a suitable strategy only for small firms.

The paper contributes to the literature on e‐business with new evidence of the importance of size and human capital. Additionally, an analysis for each firm size has been done, which allows comparison of results.

The informal economy has expanded across developing countries during the last decades. Focussing on the Turkish case, the purpose of this paper is to examine the role of neoliberal reforms in this development. The author argues that neoliberal reforms produced a double-edged transformation in the regulatory environment of Turkey. On the one hand, the legal rules that constrain the operation of market forces decreased giving way to more entrepreneurial activity; while on the other hand, the state's effectiveness in “policing” the market declined. As the regulatory barriers to private entrepreneurship decreased, the regulatory barriers to informality also decreased. Private sector growth and informalization emerged as the concomitant outcomes of neoliberal reforms.

This paper examines how the state's changing regulatory relationship to the private sector under neoliberal reforms fostered informal economic activities through a close study of the Turkish case.

At the end of the 1980s, the Peruvian economist Hernando De Soto popularized the view that informalization resulted from government regulations imposing rigid constraints and costs on economic actors, and so would be restrained by decreasing or eliminating them. The economic developments of the past few decades challenge this view, however. The size of the informal economy has expanded in developing nations at a period when government regulations have been declining. How can we explain the increasing volume of informal economic activity in developing nations over the past few decades? And more, how can we explain that this has happened during a period when the private sector has grown, and regulatory rigidities have declined? This paper argues that the state's changing regulatory relationship to the private sector under neoliberal reforms was an important factor in the expansion of informal economic activities.

The implications of neoliberal reforms for economic processes have been widely studied in the social scientific literature. Only a handful of studies have explored their implications for the informal economy, however. These studies singled out factors such as the decline in public employment, weakening of labor unions, or capital's enhanced ability to exploit labor in contributing to informalization of developing country economies in the neoliberal era. By discussing how the changing regulatory contours of the state-economy relationship played a role in the growth of informally operating private enterprises, this paper adds to the existing knowledge of this relationship.