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This paper aims to map the influential concepts on technology adoption in Small and Medium Enterprises (SMEs) through conducting a systematic literature review and finding a better understanding of the current body of knowledge.

A systematic literature review approach is taken here, which includes the following steps: Determination of keywords and strings, selection of databases, setting inclusion and exclusion criteria, conducting the search in chosen databases over a specific period of time. This process has led to the final count of 349 peer-reviewed articles being studied, and the results are analyzed quantitatively and qualitatively.

As a result of the study, 11 categories of influential concepts on technology adoption are identified by reviewing literature from the past decade. This article indicates how fragmented the literature is and how it concentrates on studying the impact of only a limited number of categories of concepts. The scatted frameworks (theoretical and conceptual) and weak application of the used theories found in this research also highlight the need for the development of a framework that looks into technology adoption as a dynamic process due to the dynamic nature of new technologies today.

Based on the above findings, future research avenues are to look into technology adoption from a process perspective, to dig into less researched influencing concepts such as infrastructure, regulations, strategy and resources and their role in adoption of technology in SMEs as well as development of a framework for technology adoption that is aligned with these elements.

Practitioners and policymakers will benefit from finding a helicopter view of the barriers and supporting factors throughout their technology adoption journey. The knowledge they gain from this study will better prepare them in building tools they need for adopting technology in their organizations and provide an in-depth insight to what elements can affect their journey.

This review provides an insight into the current body of knowledge on the topic, which researchers can benefit from constructing an in-depth understanding of the state of research as well as influencing concepts of technology adoption in SMEs. Moreover, it adds value in building up the knowledge of technology adoption in today's dynamic world of digitalization.

This study aims to explore how to overcome and address the loss of exploratory innovation, thereby achieving greater success in exploratory innovation. This phenomenon of loss occurs when enterprises decrease their investment in and engagement with exploratory innovation, ultimately leading to an insufficient amount of such innovation efforts. Drawing on dynamic capabilities, this study investigates the relationship between organizational foresight and exploratory innovation and examines the moderating role of breakthrough orientation/financial orientation.

This study used survey data collected from 296 Chinese high-tech companies in multiple industries and sectors.

The evidence produced by this study reveals that three elements of organizational foresight (i.e. environmental scanning capabilities, strategic selection capabilities and integrating capabilities) positively influence exploratory innovation. Furthermore, this positive effect is strengthened in the context of a high-breakthrough orientation. Moreover, the relationships among environmental scanning capabilities, strategic selection capabilities and exploratory innovation become weaker as an enterprise’s financial orientation increases, whereas a strong financial orientation does not affect the relationship between integrating capabilities and exploratory innovation.

Ambidexterity is key to successful enterprise innovation. Compared with exploitative innovation, it is by no means easy to engage in exploratory innovation, which is especially important in high-tech companies. While the loss of exploratory innovation has been observed, few empirical studies have explored ways to promote exploratory innovation more effectively. A key research implication of this study pertains to the role of organizational foresight in the improvement of exploratory innovation in the context of high-tech companies.

This paper contributes to the broader literature on exploratory innovation and organizational foresight and provides practical guidance for high-tech companies regarding ways of avoiding the loss of exploratory innovation and becoming more successful at exploratory innovation.

This study attempts to examine the missing middle (MM) phenomena in the context of the Indian manufacturing sector using the unit level information from the database of Ministry of Corporate Affair, Government of India.

Unlike the previous studies, the present study first bifurcated the missing enterprises into two categories such as “permanently” dropped and “reappeared,” in order to pursue a meaningful analysis and derive conclusions with policy insights. Various financial indicators were used to explain the causes of MM phenomena during 2009–2010 and 2016–2017, in a logistic framework.

The study found that profit margin ratio is higher for the group of medium sized enterprises which continued in comparison to the units which dropped out permanently. Similar is the case with the ratio of investment turnover. The econometric results, however suggest that the relationship between the chances of a firm being dropped out and financial indicators is weak as the coefficients of various financial indicators are found to be statistically significant only for a few years.

The study suggests that the missing middle phenomenon is not a myth in India as very large number of medium-sized firms have been disappearing from the market over the years. Based on firm level data it identifies the factors which resulted in such a phenomenon.

Cyberattacks have become a major threat to small and medium-sized enterprises. Their prevention efforts often prioritize technical solutions over human factors, despite humans posing the greatest risk. This article highlights the importance of developing tailored behavioral interventions. Through qualitative interviews, we identified three persona types with different psychological biases that increase the risk of cyberattacks. These psychological biases are a basis for creating behavioral interventions to strengthen the human factor and, thus, prevent cyberattacks.

We conducted structured, in-depth interviews with 44 employees, decision makers and IT service providers from small and medium-sized Swiss enterprises to understand insecure cyber behavior.

A thematic analysis revealed that, while knowledge about cyber risks is available, no one assumes responsibility for employees’ and decision makers’ behavior. The interview results suggest three personas for employees and decision makers: experts, deportees and repressors. We have derived corresponding biases from these three persona types that help explain the interviewees’ insecure cyber behavior.

This study provides evidence that employees differ in their cognitive biases. This implies that tailored interventions are more effective than one-size-fits7-all interventions. It is inherent in the idea of tailored interventions that they depend on multiple factors, such as cultural, organizational or individual factors. However, even if the segments change somewhat, it is still very likely that there are subgroups of employees that differ in terms of their misleading cognitive biases and risk behavior.

This article discusses behavior directed recommendations for tailored interventions in small and medium-sized enterprises to minimize cyber risks.

The contribution of this study is that it is the first to use personas and cognitive biases to understand insecure cyber behavior, and to explain why small and medium-sized enterprises do not implement behavior-based cybersecurity best practices. The personas and biases provide starting points for future research and interventions in practice.

This study aims to examine factors that determine the adoption of additive manufacturing by small- and medium-sized industries. It provides insights with regard to benefits, challenges and business factors that influence small- and medium-sized industries when adopting this technology. The study also aims to expand the domain of additive manufacturing by including a broader range of challenges and benefits of additive manufacturing in literature.

Using data collected from 175 small- and medium-sized industries, the study has examined through Mann–Whitney test to understand the difference between owners and design engineers on additive manufacturing technology adoption in small- and medium-sized companies.

This study suggests contribution to academic discussion by providing associated factors that have significant impact on the adoption of additive manufacturing technology. Related advantages of additive manufacturing are reduction in inventory cost, lowering the wastage in production and customization of products. The study also indicates that factors such as cost of machinery, higher level of cost in integrating metal components have a negative impact on the adoption of this technology in small- and medium-sized industries.

Because of the chosen research approach, the research results may lack generalizability. Therefore, researchers are encouraged to test the proposed propositions further in the field of challenges and growth in other areas of application of additive manufacturing, for instance, medical sciences, fabric and aerospace.

The study provides important implications that are of interest for both research and practitioners, related to technology management in small- and medium-sized industries, e.g. foundry and machining industries.

This work/study fulfills an identified need of the small- and medium-sized companies in adopting new technologies and contribute to their growth by understanding the need to accept and implement technology.

This paper fulfills an identified need to study how small- and medium-scale companies accept new technologies and factors associated with implementation in the manufacturing process of the organization.

This micro-level study unpacks the recruitment and retention of international professionals to small and medium-sized enterprises (SMEs). The study highlights the influence of the founders' international experience when applying organisational-level (meso) policies and practices. With their insider experience as skilled migrants, we share how the founders in each of the SMEs mobilised career capital into human resource management (HRM) strategies.

Combining literature on SMEs and skilled migrants' careers, we draw upon intelligent career theory to illuminate the recruitment and retention of self-initiated expatriates and skilled migrants in SMEs. With three SME case studies as samples–one micro, one small and one medium-sized organisation in Ireland–we consider the influence of the founders' international experience in the design and application of formal and informal HRM strategies (at the organisational level) that are operationalised to recruit and retain international talent to/in these organisations.

The HRM practices in the three SME cases in this paper, each run by migrant founders, vary from formalised (for our medium-sized organisation), semi-formalised (for our small-sized organisation) to ad hoc and tailor-made (for our micro-sized organisation). These particular SMEs were often more receptive to hiring other migrants. The important role of the three SME case studies' skilled migrant founders and their own international career experiences was apparent in the particular HRM approaches they adopted. The relevance of intelligent career theory when applying micro-level findings at the meso-organisational level is shown.

The paper presents how the international experience of founder–managers, in turn, impacts on the HRM practices and policies that are implemented to recruit and retain international employees. The study highlights how both organisation size and founder-manager international experience influence the degree of customisation of HRM practices and policies in SMEs, specifically pertaining to the recruitment and retention of self-initiated expatriates and skilled migrant employees. The heterogeneity within the sub-categories encompassed under the umbrella label of SME is emphasised; validating our case study approach, where nuance and detail of the specific organisation can be shared.

The questions of when and what types of human resource (HR) support are needed tend to be unanswerable for small and medium-sized enterprises (SMEs). This article addresses this gap in the strategic HR literature. Hiring, training, employee retention/satisfaction, wages and benefits programs, and worker's compensation insurance are important to SMEs seeking to build strong capabilities and resources and to increase their competitive advantage.This article presents an analysis of the existing HR literature for SMEs. It introduces a decision model to help SMEs choose a cost-effective HR strategy, listing a range of options from hiring the HR function to electronic HR (eHR) and outsourcing

The purpose of the study is to examine the research problem that represents an attempt to approximate the importance of quality costing in managing a modern enterprise using the selected enterprises from small and medium-sized enterprises (SMEs) in Poland.

The primary goal of the research is a need to acquire knowledge about the use of quality cost accounts in enterprises operating in Poland. The research has been conducted in the SMEs of production and services. From October 2018 to December 2018, survey-based research was carried out in the selected SMEs of production and service in Poland. The targeted participants of the study are from the medium-sized enterprises, employing 50–250 people.

The pilot studies conducted in companies indicate that modern enterprises are focused on quality. Many enterprises declare to be continuously improving quality system and quality costing. However, generally, these are large companies that have implemented ISO standards, often part of international corporations. The survey result of the study shows that medium-sized enterprises still make little use of modern cost accounting variants. Based on the study, only 9.75% (39 enterprises) from a representative group of 400 companies from the sectors of manufacturing, services and production as well as service companies apply quality costing. Some of the other enterprises are only taking measures to implement quality cost accounting.

The research has been conducted in randomly selected SMEs in the form of a questionnaire interview. In order to further analyze the construction of quality cost management (QCM) systems and the use of information from QCM by enterprises, case study method should be used more widely.

The results of the study provide useful help for companies that are quality-oriented and want to implement quality costing. The survey has been conducted in 400 enterprises, and the survey results of considered SMEs reveal the most important aspects of the application of quality costing.

The questionnaire used, the answers provided and the resulting conclusions fill the identified research gap. In the author's opinion, findings of research are relevant and useful, not only for accounting practice but also for theory. They show that although TQM and quality costing have been very popular in the literature since the 1990s, the degree of application of quality costing in practice (except for large, often international companies) is too low. So, the suitability of QCM in managing a modern enterprise from the SMEs should be promoted.

This study aims to explore the holistic context of organisational staff retention in small, medium and large organisations. It also aims to identify the factors affecting the retention of organisations of different sizes.

The study implements an empirical test of a model created during previous research with the participation of 511 employees. The responses to the online questionnaire and the modelling were analysed using the partial least squares structural equation modelling method. The models were tested for internal consistency reliability, convergent and discriminant validity, multicollinearity and model fit.

Two models were tested by organisation size, which revealed a total of 62 significant correlations between the latent variables tested. Identical correlations were present in both models in 22 cases. After testing the hypotheses, critical variables (nature of work, normative commitment, benefits, co-workers and organisational commitment) were identified that determine employees’ organisational commitment and intention to leave, regardless of the size of the organisation.

As a result of this research, the models developed are suitable for identifying differences in organisational staffing levels, but there is as yet no empirical evidence on the use of the scales for homogeneous groups of employees.

The results show that employees’ normative commitment and organisational commitment are critical factors for retention. Of the satisfaction factors examined, the nature of work, benefits and co-workers have a significant impact on retention in organisations, so organisational retention measures should focus on improving satisfaction regarding these factors.

The readers of the journal would appreciate the work, which highlights the significance of employee psychology and retention for organisational success.

The study is based on primary data and, to the best of the authors’ knowledge, is one of the few studies that take a holistic approach to organisational staff retention in the context of the moderating effect of organisational size. This study contributes to a comprehensive understanding of the phenomenon of employee retention and in contrast to previous research, examines the combined effect of several factors.

Previous literature has identified human resources as a key source of competitive advantage in organizations of all sizes. However, Small and Medium-sized Enterprises (SMEs) face difficulty in comprehensively implementing all recommended Human Resource Management (HRM) functions. In this study, we shed light on the field of HRM in SMEs by focusing on the context of Greek Small and Medium-sized Hotels (SMHs), which represent a dominant private sector employer across the country.

Using a fuzzy-set qualitative comparative analysis (fsQCA) and 34 in-depth interviews with SMHs' owners/managers, we explore the HRM conditions leading to high levels of performance, while taking into consideration the influence of internal key determinants.

We uncover three alternative successful HRM strategies that maximize business performance, namely the Compensation-based performers, the HRM developers and the HRM investors. Each strategy fits discreet organizational characteristics related to company size, ownership type and organizational structure.

To the best of the authors' knowledge this is among the first empirical studies that examine different and equifinal performance-enhancing configurations of HRM practices in SMHs.