Advances in marketing, customer relationship management, and e-services book series,
Год журнала:
2024,
Номер
unknown, С. 411 - 430
Опубликована: Ноя. 22, 2024
This
study
explains
the
strategic
application
of
influencer
marketing
in
business
to
(B2B)
context
and
reveals
challenges
that
B2B
organisations
face
marketing.
It
does
this
by
drawing
on
theories
related
employee
advocacy,
customer
reference
marketing,
organisational
endorsement.
A
total
twenty-two
senior
management
experts
from
various
industries
were
interviewed
in-depth
researchers.
An
examination
these
stories
business-to-business
marketers
promote
term
“influential
marketing,”
setting
it
apart
more
common
“influencer
marketing”
used
targeting
consumers
directly.
Credibility,
knowledge,
professionalism,
sharing
industry
secrets
are
at
heart
persuasive
PLoS ONE,
Год журнала:
2025,
Номер
20(2), С. e0319080 - e0319080
Опубликована: Фев. 25, 2025
The
question
of
whether
and
how
innovation
policy
can
effectively
influence
in
small
medium-sized
enterprises
(SMEs)
has
received
limited
attention
academic
research.
This
study
takes
a
first
step
towards
filling
this
gap
by
examining
mixes
SMEs.
paper
China’s
National
Equities
Exchange
Quotations
(NEEQ)
listed
from
2011
to
2020
as
the
research
sample,
uses
Multi-Level
Treatment
Effect
(MLTE)
model
investigate
actual
impact
different
policies
on
Small
Medium-sized
Enterprise
heterogeneity
effects
perspective
substantive
strategic
innovation.
It
is
found
that
obviously
improve
SMEs,
particular
innovation,
effect
policy-mix
stimulating
SME
stronger
than
single
policy.
SMEs
show
“strong
motivation”
“high
ability”
are
more
likely
be
favored
relevant
government
agencies,
have
greater
probability
becoming
implementation
targets
policies.
As
far
concerned,
subsidy
better
tax
incentive
for
high-tech
while
role
promoting
non-high-tech
By
illuminating
these
differentiated
impacts
conditions
under
which
most
effective,
work
not
only
advances
our
fundamental
understanding
policy-driven
ecosystems
but
also
offers
actionable
guidance
policymakers
seeking
optimize
allocation
support
foster
transformative
sector.
Business Process Management Journal,
Год журнала:
2025,
Номер
31(8), С. 67 - 103
Опубликована: Фев. 26, 2025
Purpose
This
research
aims
at
investigating
how
business
process
management
capabilities
(BPMC)
impact
the
effectiveness
of
sustainable
digital
transformation
(ESDT).
Furthermore,
it
delves
into
mediation
dynamic
decision-making
(DDM)
in
relationship
between
BPMC
and
ESDT.
Design/methodology/approach
employed
hypothetico-deductive
technique.
The
statistical
database
was
generated
from
sample
712
respondents
small
medium
companies
(SMEs)
Vietnam,
utilizing
convenience
snowball
sampling
methods.
two-step
structural
equation
modeling,
supported
by
SmartPLS
version
4.1.0.9
AMOS
28,
to
assess
measurement
model,
while
used
evaluate
model.
Findings
results
analysis
emphasize
significant
positive
correlations
proposed
constructs
related
significance
effect
size.
indicated
that
had
a
beneficial
on
partially
mediated
DMM.
Practical
implications
salient
point
emphasized
practitioners
should
prioritize
enhancing
focus
DDM,
as
this
would
significantly
facilitate
more
comprehensive
solutions,
enabling
SMEs
achieve
optimal
success
transformation.
Policymakers
government
influencers
are
urged
concentrate
innovative
attributes
ensure
conducive
environment
for
implementation
innovation
enacting
regulations
promote
application
technology.
Originality/value
findings
study
will
broaden
scholars’
understanding
influence
originality
is
provide
directions
advancing
studies
role
DDM
context
Sustainability,
Год журнала:
2024,
Номер
16(19), С. 8551 - 8551
Опубликована: Окт. 1, 2024
Sustainable
digital
transformation
in
SMEs
not
only
simplifies
operations
and
increases
efficiency
but
also
fosters
innovation,
facilitates
data-driven
decision-making,
minimizes
negative
environmental
social
impacts,
paving
the
way
for
a
sustainable
competitive
advantage
age.
However,
still
face
significant
barriers
to
implementing
this
transformation.
In
addition
limited
financial
resources,
critical
obstacle
is
lack
of
specific
comprehensible
roadmaps.
Thus,
paper
aims
analyze
existing
roadmaps
SMEs.
A
systematic
literature
review
was
conducted
using
PRISMA
Methodi
Ordinatio
methods,
with
data
collection
analysis
performed
NVivo
12
VOSviewer
software
(version
1.6.20).
Content
used
assess
how
these
papers
align
study’s
context.
The
identified
whether
address
aspects
related
triple
bottom
line
(TBL),
their
specificity
SMEs,
principles
they
incorporate,
aspect
maturity.
findings
indicate
that
none
current
provides
fully
developed
roadmap
Consequently,
future
studies
are
suggested
develop
comprehensive
addresses
issues.
Finally,
study
highlights
main
gaps
opportunities
each
studied
formulates
14
research
questions
divided
into
six
categories
investigation.
Addressing
can
help
close
provide
robust,
adaptable,
strategies.
Heliyon,
Год журнала:
2025,
Номер
11(2), С. e41838 - e41838
Опубликована: Янв. 1, 2025
The
digital
technology
transition
fosters
the
flexibility
of
companies
and
their
ability
to
respond
quickly
market
changes.
However,
Small
Medium-sized
Enterprises
(SMEs)
seem
be
particularly
challenged
by
transformation.
Alkire-Foster
(AF)
method
was
employed
analyze
integration
profiles
in
SMEs.
Individual
group
average
partial
composite
indicators
were
computed,
as
well
measures
integration,
benchmark
individual
groups.
Additionally,
a
linear
regression
used
examine
how
overall
scores
are
influenced
dimensions
enablers
other
contextual
variables.
results
indicate
that
most
possess
infrastructure
necessary
for
this
integration.
there
is
room
improvement
terms
supply
demand
skills.
This
study
contributes
research
applying
an
existing
tool,
AF
method,
novel
context:
measuring
facilitates
effective
benchmarking
at
both
levels.
Sustainability,
Год журнала:
2024,
Номер
16(20), С. 8745 - 8745
Опубликована: Окт. 10, 2024
Digital
transformation
(DT)
is
crucial
for
SMEs
to
streamline
operational
efficiency,
foster
innovation,
and
meet
upcoming
challenges.
Integrating
sustainability
into
this
process
not
only
enhances
a
company’s
reputation
but
also
attracts
customers
investors
who
value
environmental
responsibility.
Despite
opportunity,
many
operate
without
clear
plans
strategies.
The
literature
review
identified
lack
of
roadmaps
that
integrate
the
digital
SMEs.
Thus,
paper
aims
propose
sustainable
roadmap
evaluates
their
maturity
facilitates
gradual
implementation
in
alignment
with
strategic
objectives.
A
systematic
using
Methodi
Ordinatio
defined
six
key
dimensions
transformation.
Consequently,
SDT-SMEs
Roadmap
was
developed,
drawing
on
ISO/IEC
33000
standards
offer
well-defined
processes
enhancing
competencies.
features
three
organizational
planning
levels—strategic,
tactical,
operational—and
includes
model
75
across
dimensions:
Technologies,
Customer
Focus,
Organizational
Culture,
Governance,
People,
Sustainability.
Validation
through
case
study
confirmed
roadmap’s
effectiveness
addressing
real-world
challenges
guiding
digitization
process.
provides
comprehensive
integrated
approach,
ensuring
continuous
adaptation
improvement
efforts.
This
addresses
significant
gap
presents
practical,
strategic,
adaptable
pathway
embarking
journeys.
