Research Article
Effect of Resource Management, Market Adaptation, and Digital Transformation Drive on the SME Market Expansion in a Small Island Economy of Zanzibar
Hafidh Ali Hafidh*
Issue:
Volume 15, Issue 5, October 2026
Pages:
96-103
Received:
4 August 2026
Accepted:
14 August 2026
Published:
8 September 2026
Abstract: Small and medium-sized enterprises (SMEs) in small island economies face constrained domestic markets, limited physical reach, and resource pressures that make expansion into new markets essential for sustainable growth. This study examines how financial and resource management, market adaptation strategy, and digital transformation influence SME market expansion in Zanzibar, with particular attention to the relative strength of each practice. A quantitative cross-sectional survey was conducted among 350 SME owners and managers operating in the tourism, trade, and agriculture sectors. The data were analysed using partial least squares structural equation modelling (PLS-SEM) with 5,000 bootstrap resamples to assess the hypothesised relationships. The results show that all three strategic practices have positive and statistically significant effects on market expansion. Digital transformation emerged as the strongest predictor (β = 0.721, p <.001), while financial and resource management (β = 0.161, p <.001) and market adaptation strategy (β = 0.160, p <.001) made smaller but significant contributions. Together, the three practices explained 56.7% of the variance in SME market expansion (R2 = 0.567). The study concludes that digital transformation is the principal driver of market expansion among Zanzibar SMEs, but its effectiveness is reinforced by sound financial and resource management and the capacity to adapt to changing market conditions. SME owners, policymakers, and business-support institutions should therefore prioritise digital capability while simultaneously strengthening financial discipline and market adaptability to support sustainable expansion beyond constrained local markets.
Abstract: Small and medium-sized enterprises (SMEs) in small island economies face constrained domestic markets, limited physical reach, and resource pressures that make expansion into new markets essential for sustainable growth. This study examines how financial and resource management, market adaptation strategy, and digital transformation influence SME m...
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Research Article
Perceived Role of Competitive Intelligence for the Organization: Empirical Evidence from Cameroonian Business Environment
Issue:
Volume 15, Issue 5, October 2026
Pages:
104-138
Received:
27 July 2026
Accepted:
17 August 2026
Published:
30 September 2026
Abstract: Businessmen, for the success of their companies, multiply strategies, techniques and tools in order to control and tackle their competitors and build strategic value. The most suitable tool to realize these ambitions is Competitive intelligence. The main objective of this study is to collect opinions of managers of companies operating in Cameroon regarding the overall utility of Competitive Intelligence (CI). To accomplish this objective, we first explored whether and how CI is practiced into companies operating in Cameroon, compared this functioning and opinions between foreign and local companies as well as classified most impacting variables. This study is inherently qualitative. The study is done by conducting explorative research on CI; therefore, questionnaire has been submitted to CI companies ‘managers in Cameroon. R software was used as it seems more convenient for statistical computing, data analysis, and graphics. Surprisingly, companies functioning in Cameroon globally use Competitive Intelligence to ensure the success of their activities. While looking at the Cameroonian practitioners’ familiarity with CI term, the organizational setup (e.g., departments responsible for CI, number of CI employees, CI budget, etc.) and the CI process flow (e.g., CI process stages, dissemination of CI, etc.), it was discovered that CI in Cameroon is appeared in a relatively unsophisticated scheme partially due to its newness. Results outline the positive effect of CI for companies and the global satisfaction of company’s managers as it contributes to the best understanding of the market, identification of the strengths and weaknesses of competitors, facilitation of decision-making, reduction of risks, long-term strategic advantages, etc.
Abstract: Businessmen, for the success of their companies, multiply strategies, techniques and tools in order to control and tackle their competitors and build strategic value. The most suitable tool to realize these ambitions is Competitive intelligence. The main objective of this study is to collect opinions of managers of companies operating in Cameroon r...
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