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The entrepreneurial marketing (EM) literature has grown rapidly during the last decade, yet much is left undiscovered. This paper aims to conduct a bibliometric analysis and text mining of the EM domain to provide trends in previous EM research to address this issue. Future avenues for EM research are provided.

Using the Scopus database, a bibliometric analysis and text mining are conducted with EM articles published between 1976 and 2020.

The paper reports the most frequently published and cited authors and their co-author networks. Journals which contain these articles are included with country data, subject areas and use of author keywords related to the EM topic. Frequencies of keywords and newly-emerging keywords in every three-year period during the past 12 years are also examined. The findings suggest that future researchers should explore the subtopics of EM education, legitimation, entrepreneurial networking and social media/digital marketing within the EM domain.

Bibliometric analysis and text mining are relatively new methods with which to study the EM research domain, allowing for analysis of emerging trends over the past 12 years.

The purpose of this study is to emphasize the importance of return on investment (ROI) within training programs in Malaysian small and medium enterprises (SMEs). Specifically, this paper focuses on the determinants that may influence the adoption of ROI in the current training evaluation practice.

The paper highlights the internal and external organizational factors that may influence ROI adoption within the Malaysian context. The internal drivers are identified as management support, while the external drivers are policies and regulation, competitive pressure and customer expectation.

Based on a comprehensive review in the human resource field, the main drivers for ROI adoption are identified as management support, policies and regulations, competitive pressure and customer expectation.

On the face of fierce national and international competitions, SMEs need to seriously consider investing in higher-level training evaluation, i.e. ROI, to increase its labor quality and subsequently organization’s productivity.

Prior studies tend to concentrate on larger organization, whereas research on the adoption of ROI in SMEs has received less attention from the scholars. This study builds a conceptual work based on the integration of internal and external environments in the scope of study rarely analyzed, i.e. Malaysian SMEs. Strong SMEs are undoubtedly important for Malaysia to achieve its vision in becoming a developed nation by end of the decade. It is also worth to note that findings from this study are applicable to other developing countries with similar background to Malaysia.

The current gap in the field of community engagement is evaluation and measurement of the impacts on the stakeholders, mainly the community being engaged with. The paper aims to discuss these issues.

This paper discusses the need to consider the stakeholder's perspective and their involvement in a community engagement initiative, or in any social program. The authors begin by debating the most common evaluation techniques used, followed by re-introducing stakeholder evaluation to the field of community engagement.

The evaluation using the stakeholders’ approach will not only create a holistic evaluation process, but will also assist in fostering a sense of ownership of the community engagement program.

Community engagement is given much importance nowadays in Malaysia, especially in line with institutes of higher learning's tripartite mission, the third mission being the ability to engage with communities. It is not surprising because community engagement offers enormous benefits for regional and societal development. Community engagement relies heavily on partnership and mutual reciprocity between different stakeholders such as communities, universities, non-government organizations, field experts and funding organizations. In order to sustain the engagement initiatives, it is important to know who are the “owners” or stakeholders of the program.