This paper presents a systematic review of recent academic literature analysing the\ud role, organization and management of marketing activities in small and medium-sized\ud enterprises (SMEs).To this end, 310 articles published between 2006 and 2015 in 69 main\ud journals devoted to small firms/entrepreneurship and management/marketing fields\ud were analysed. This review shows that SMEs’ marketing has received great attention\ud in both management and marketing literature in recent years. Findings reveal, on\ud the one hand, the emerging role of networks and information and communication\ud technologies in marketing behaviour by SMEs, and on the other hand a research gap in\ud terms of specific marketing practices. Entrepreneurial marketing has been used as the\ud main conceptual framework in reviewed studies, even if findings overall still point out a\ud distance between the theoretical bases of reviewed contributions and the study of SMEs’\ud marketing behaviour and practices. Therefore, future research on the role of resources,\ud relationships and networks could benefit from the combination of theories developed\ud within the field of entrepreneurship with other approaches such as the resource-based\ud view, the dynamic capabilities theory and the Industrial Marketing and Purchasing\ud (IMP) framework

Purpose The purpose of this paper is to explore the impact of social media (SM) adoption in upgrading and innovating selling processes by small- and medium-sized enterprises (SMEs) facing complex and rapidly changing market scenarios. Design/methodology/approach To achieve this goal, the paper undertakes an exploratory case study of Gamma, a mechanical company, by actively using SM to start and open a new market. The case-study is analyzed through the industrial marketing and purchasing (IMP) approach, which emphasizes the role of interaction and the interdependencies of resources. Findings The adoption of SM resources helped Gamma to tap into new markets and thus survive and face the downturn of its original market. SM displayed its effects in combination with other resources: a simple and not expensive machinery, capable human resources, effective production and logistical resources. SM represented a strategic resource to implement an effective business networking effort. Originality/value This paper provides novel empirical evidence and conceptual development over the role of SM as a resource in SMEs’ sales processes, using the IMP perspective on combination and development of resources.

Purpose: This paper explores how characteristics of decision-makers influence internationalization strategies within small and medium-sized enterprises (SMEs), with a particular focus on the strategic decision-making process (SDMP).\ud Design/methodology/approach: This work is based on a sample of 165 decision-makers of SMEs, using hierarchical multiple regression to examine the relationship between the dimensions studied.\ud Findings: The results of a regression analysis suggest that decision-makers tend to follow a more rational SDMP depending on their education level and risk attitude, and the firm’s past international performance. At the same time, the political behaviour of the decision-maker emerges as a character associated with their risk attitude and need for achievement, and it is negatively influenced by age.\ud Originality/value: This research contributes to the growing literature on SMEs, combining the field of analysis of SDMP with that of international strategy. Moreover, unlike previous studies, which have focused on the top management team, managers, CEOs, or entrepreneurs, this study analyses the characteristics and behaviour of decision-makers.\ud Keywords: international strategic decision, small and medium-sized enterprises, SME, strategic decision-making process, internationalization, decision-maker, rationality, political behaviour\ud Paper type: Research pape

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