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Introduction: Small- and medium-sized enterprises (SMEs) play a vital role in the economic development of economies by generating job opportunities. Considering their significance, understanding the challenges and skills required in these enterprises becomes essential and timely.

Purpose: This study aims to discuss the limitations and skill gaps faced by SMEs in emerging economies, such as India, Indonesia, Brazil, China, Malaysia, Ghana, Hungary, Saudi Arabia, South Africa, Türkiye, UAE, Iran, Kazakhstan, Türkiye, Zambia, Romania, and Vietnam.

Methodology: The study adopts a systematic review and meta-synthesis approach, utilising a literature review to comprehensively analyse, synthesise, and map the existing literature by identifying overarching themes.

Findings: The study examines the challenges SMEs encounter in emerging economies, including resource scarcity, limited access to credit, inadequate infrastructure, low technology adoption, restricted global market access, and ineffective marketing strategies. There is a notable shortage of skilled labour and development initiatives within SMEs in India even though the country has a sizeable pool of qualified workers. There is a pressing need for additional technical and managerial skills to remain competitive in the market. The findings of this study will assist HR managers in addressing skill shortages among employees in SMEs operating within emerging economies

This paper examines how soft skills training for owner-managers affects the financial performance of exporting small and medium-sized enterprises (SMEs). Furthermore, the authors examine the differential influence of specific owner-manager skills, such as “team working skills”, “technical skills” and “leadership skills”, on performance.

The paper utilises the Longitudinal Small Business Survey, which is a nationally representative employer dataset of UK SMEs with up to 249 employees, including those with no employees. The dataset contains information on firms' turnover, export status of goods or services and training provision for employees or owner-managers.

The results suggest that owner-manager's training has a positive effect on turnover in non-exporting firms. Moreover, a combination of soft and hard skills is associated with higher turnover in exporting firms. Amongst the specific skills of owner-managers, training on “team working” has the most significant impact on exporting SMEs' performance.

The authors' findings imply that managerial training to develop soft skills such as leadership, decision-making and communication is a worthwhile investment. The knowledge that owner-managers acquire through soft and hard skills training enables them to develop essential internationalisation competencies. Moreover, the authors demonstrate that teamwork is a significant predictor of performance.

The authors contribute to the literature by examining the role of owner-managers' training in shaping internal systems, structure, processes and internationalisation strategies, thus affecting SMEs performance. The authors' also provide a nuanced analysis of how various types of soft and hard skills underpin the successful implementation of internationalisation initiatives.

This study aims to develop cause-and-effect relationships among the critical success factors (CSFs) of fintech adoption and rank these CSFs based on their importance in the model.

To achieve the objectives of the study, the Fuzzy Decision-Making Trial and Evaluation Laboratory (FDEMATEL) approach was used. The data was collected from 16 experts using a questionnaire.

The findings demonstrated the interrelationships among the CSFs. In total, 16 critical factors were recognized as causal factors, and the remaining eight were considered effect factors. The CSFs were ranked based on their importance in fintech adoption.

This study is novel as it investigates CSFs of fintech adoption using FDEMATEL, and it contributes to understanding the nature of these factors and how they affect fintech adoption. The findings propose a significant basis to deepen fintech adoption and deliver a clue to design a practical framework for fintech adoption.

This study empirically tests a model of human capital (HC) factors affecting the organisational competitiveness (OC) of automotive parts suppliers in the Industry 4.0 framework, including concepts such as Toyota Kata (TK), Kaizen and Quality 4.0, during the coronavirus disease 2019 pandemic.

An instrument was created to measure emotional intelligence (EI) and analytical skill (AS) as input variables and OC as the output variable. The instrument was distributed electronically to Tier 1 non-technical employees in Nuevo León and Querétaro, México. A total of 195 surveys were obtained. The instrument used stepwise multiple linear regression.

This study proposes a model to strengthen the OC of Tier 1 automotive parts supply industry from the perspective of HC factors. Furthermore, it is shown that EI and AS have a positive and significant impact on OC.

From an HC perspective, this study provides a useful basis to improve OC for researchers, industry experts and managers at different levels of the automotive industry, including the triple helix (academia, industry and the government).

No studies simultaneously test the relationship of EI and AS to OC; therefore, this study fills a gap in the literature. Furthermore, the study explored the literature on individual Kaizen (IK) and TK, leading to a contrast between the definitions of EI and AS. Finally, for EI, a reference to motivation was found in the IK. In the case of AS, an orientation to ability of problem solving was found in TK.

Based on sociotechnical systems theory, social (human) and technological sub-systems in an organization should be taken in account when making strategic decisions and designed to fit the demands of the environment for organizational effectiveness. Yet there is very limited information in literature on whether employees are well equipped with indispensable (human) skills to prepare them combating challenges caused by advanced technology. The purpose of this study is to empirically investigate employees’ human skills that are critical for success in the Age of Robots and Artificial Intelligence from human resource development’s perspective.

A questionnaire was developed for the purpose of this exploratory study. A total of 422 US Midwest employees were surveyed on their human skills level that are critical for success in the Industry 4.0 transformation.

In general, the respondents could perform all the measured human skills (which can be categorized into social skillset and decision-making skillset) more than adequate but may vary by education level and gender. To strengthen one’s human skills, organizations may begin with facilitating employees on relationship building to create a support system and a strong sense of belonging, which will promote their social sensitivity and collaboration skill development, as well as decision-making skillset.

The findings of this study can be used for techno-structural interventions and employee development programs. This study highlights the importance of investigating human skills to cope with the changing nature of work and make upskilling more feasible and flexible for workers to be robot-proof.

This paper aims to investigate the internal factors of resources and capabilities of five born globals (BGs) from Estonia. It explores quantitatively the internal factors between a medium BG and four small BGs.

The study used a survey questionnaire in collecting information from the CEOs of BGs. The questionnaire consisted of 105 questions relevant to export sales related to differences in internal factors.

The firms’ size and industrial sector play a role in export sales due to differences in internal factors. Small BGs expect financially based rewards, non-financial rewards, the job satisfaction of sales representatives with the export manager, and with work in general, and the representatives’ job satisfaction is higher in the small BGs than in the medium BG. The sales representatives’ job performance, their work performance, sales presentations, technical knowledge, adaptiveness, teamwork, planning, support, the organisational capabilities for business identification, relationship-building and innovation are all higher in medium BGs than in small BGs. Eleven sub-constructs of the model were shown to be important for small BGs.

The current study is focused on BGs from Estonia, i.e. small BGs and medium BGs. The study contributes to the internal factors of resources and capabilities of BGs as well as to the literature review on BGs. It also provides a logical conceptual model, indicating that the export manager’s job satisfaction is the central construct influenced by antecedent factors and is related directly to the export sales performance of the BG.

The research empirically examines the role of artificial intelligence (AI) integrated with social customer relationship management (SCRM) in multinational enterprises (MNEs) towards international relationship management under social distancing conditions due to the COVID-19 pandemic.

The study initially undertakes pertinently focused theoretical research in the fields of international marketing, knowledge management, and customer relationship management. And, utilizing the theories of resource-based view (RBV) and dynamic capability view (DCV) theory, the study develops a theoretical model that is subsequently empirically validated through a survey and structural equation modeling.

The study highlights the importance and means of adopting AI-integrated social CRM by MNEs, in the context of international relationship management, under the Covid-19 social distancing conditions. The study more specifically elucidates the role and significance of MNE leadership approach and support towards the adoption of AI-integrated social CRM systems and, ultimately, performance improvement of MNEs under such conditions.

The study presents insights and prescriptive explications on a topic at the heart of state-of the-art technology-based international marketing in the explicit context of the primary business-defining environment of the Covid-19 pandemic. The research provides practicable suggestions to MNEs' leadership towards the adoption of an AI-integrated social CRM system. And the study presents a unique model for international relationship management under social distancing conditions, potentially applicable during other crises.

The research is original and on a ‘fresh’ topic that combines the latest technological advancements in business (AI-integrated CRM) with the present critical business context (pandemic). The research develops a tested theoretical model that (a) is unique in its field; (b) provides a solid foundation for further research; (c) bears generic value and application during other-than-Covid-19 conditions; and (d) enhances the understanding of important fields of international marketing, including international customer relationship management and global knowledge management.

Digital self-expression, recently one of the most important research themes, is currently under-researched. In this context, this study aims to propose a parsimonious research model of self-extension tendency, its drivers and its outcomes. The model is tested in the context of social media engagement intentions (liking, sharing and commenting) with focal brands and across individualist versus collectivist cultures.

The model is tested in two individualist cultures (N = 230 and 232) and two collectivist cultures (N = 232 and 237) by conducting surveys in four countries (Australia, USA, Qatar and India). Nike and Ray-Ban are the focal brands studied, with Facebook serving as the targeted social networking site (SNS) platform.

Self-monitoring and self-esteem are found to drive the self-extension tendency across cultures, with stronger effects in the individualist culture than in the collectivist culture. The self-extension tendency has a relatively stronger positive influence on social media engagement intentions in the individualist culture than in the collectivist culture. This tendency is also found to mediate the link between self-monitoring, self-extension and social media engagement intentions across both cultures, albeit in different ways. In collectivist culture, self-monitoring’s influence on the self-extension tendency is moderated by public self-consciousness. The study’s findings have important theoretical and practical implications. In individualist culture, self-monitoring’s influence on the self-extension tendency is moderated by public self-consciousness.

The present findings confirm that the tendency to incorporate the brand into one’s self-concept and to further extend the self is indeed contingent on one’s cultural background. The role of public self-consciousness may vary between individualist and collectivist cultures, something recommended by past research for empirical testing.

Managers can leverage this research model to entice pro-brand social media engagement by nurturing consumers’ digital selves in terms of maneuvering their self-extension tendency and its drivers, namely, self-monitoring and self-esteem. Second, promoting the self-extension tendency and its drivers varies across cultures, with this finding offering practical cultural nuances supporting marketing managers’ decisions.

This is one of the pioneering studies that tests a cross-cultural parsimonious model based on theories of self-extension, self-monitoring and self-esteem, especially within the context of brand engagement intentions on an SNS platform.

This study seeks to investigate how managerial assumptions shape international market orientation (IMO) and how IMO, in turn, affects the performance of small and medium-sized enterprises (SMEs), drawing from cognitive theory and the resource-based view (RBV) to provide the theoretical framework.

The study focuses on the relatively unexplored domain of small and medium-sized enterprises (SMEs) in Japan. A survey was developed and tested using data from 303 Japanese SMEs. The study model was subsequently analyzed using the partial least squares (PLS) technique.

The study reveals a nuanced relationship between managerial frames of reference (FoRs) and IMOs. The results confirmed notable congruence between interfunctional market orientation and managers who exhibit a political FoR. They also revealed a positive correlation between professional FoR managers and customer market orientation. Additionally, the findings showed that entrepreneurial FoR managers displayed a significant association with competitive market orientation and Bureaucratic FoR matched with the three types of IMO. Finally, the results indicate that all three forms of IMO have a substantial impact on performance, albeit to varying degrees.

The applicability of our results to multinational corporations (MNCs) has not been evaluated. Since the primary focus was to identify the types of associations among FoR and IMO, the causal pathways and explanatory factors that underpinned these observed relationships were not examined in this study. Additionally, due to the geographical concentration of our sample in Japan, we were unable to conduct tests on the suggested model in other countries to validate and potentially generalize the research findings.

By developing an implicit understanding of the market orientation fit within the organization’s FoR, managers can enhance their understanding of competitors' activities and enable them to respond with greater efficiency.

To the authors’ knowledge, this is one of the rare papers that inspect the relationship between International market orientations and managerial assumptions as well as their effect on performance.