Can you hear the Eco? From SME environmental responsibility to social requirements in the supply chain

Background: This study presents a bibliometric analysis of key performance indicators (KPIs) for sustainable supply chain management (SSCM) in small- and medium-sized enterprises (SMEs). Despite growing academic attention, particularly after 2020, important gaps remain in how sustainability performance is measured and assessed in SME contexts. Methods: Using the Scopus database, we identified 169 relevant studies published between 2004 and 2025. The dataset was obtained through sustainability- and SME-related keyword filtering, followed by manual screening based on predefined eligibility criteria. Results: The findings reveal a research landscape dominated by economic and technological KPI dimensions, with Italy, India, and Indonesia emerging as leading contributors. However, the results also indicate limited research attention to social sustainability, organizational capabilities, and governance within SME supply chains. Overall, eight underexplored KPI domains are identified as opportunities for future research and practical development. Conclusions: This analysis clarifies the intellectual landscape of SSCM KPI research and provides evidence-based insights for researchers and practitioners regarding which KPI dimensions are emphasized and which remain underdeveloped for practical application in SME supply chains, without developing or validating a new KPI framework.

Supply chain management is increasingly challenged to integrate environmental (e.g. product recyclability) and social issues (e.g. labor conditions) to establish sustainable supply chains. Apart from a risk-orientation in sustainable supply chain management (SSCM) companies can also pursue an opportunity-oriented strategy linked to innovation. In this paper we develop the argument that SSCM is an opportunity for companies to develop sustainability-oriented innovations (SOIs), that is, improved or new products, processes, and organizational structures. For this purpose we focus our analysis on SSCM from the perspective of small and medium sized enterprises (SMEs) as, so far, little is known on how SMEs manage SSCM within the business-toconsumer (B2C) context, even though SMEs are important for sustainable development. We argue that SSCM can play a central role for SOIs of SMEs by making resources accessible through the interaction with primary (e.g. customers, suppliers) and secondary supply chain stakeholders (e.g. competitors, universities). Building on the resource-based and relational view we develop a conceptual framework which discusses how resource flows can occur in the interaction with different supply chain stakeholders. As a result, we explicate theoretical propositions and implications for practice.

The COVID-19 pandemic has had a significant impact on small and medium-sized enterprises (SMEs), leading to disruptions in supply chains, financial losses, and closures. To overcome these challenges, organizations, including those in developing economies like Malaysia, are turning to blockchain technology as a solution to enhance traditional supply chain management frameworks. This study aims to identify the factors that influence the acceptance of blockchain technology among SMEs. By drawing on established adoption theories such as the technology acceptance model (TAM), diffusion of innovation (DOI) theory, and theory of planned behavior (TPB), the researchers developed a research framework. They utilized partial least square structural equation modeling (PLS-SEM) to analyze the causal relationships between different constructs and test their hypotheses. The findings confirmed that the constructs of the technology acceptance model, specifically perceived usefulness, perceived ease of use and attitude were significantly associated with the intention to use blockchain technology. Additionally, the constructs of the diffusion of innovation theory, relative advantage and compatibility, showed significant associations with perceived ease of use, while complexity had a negligible relationship with perceived usefulness and perceived ease of use. The construct of subjective norms from the theory of planned behavior exhibited a significant relationship with perceived usefulness and an insignificant relationship with intention to use. Finally, perceived behavioral control demonstrated a positive relationship with intention to use. The study's findings provide valuable insights for blockchain developers and organizations aiming to make informed decisions regarding the application of blockchain technology as a process innovation in SMEs.

Sustainable supply chain management (SSCM) integrates economic, social, and environmental goals within the supply chain to enhance long-term performance. It assists organizations in monitoring their performance concerning social, environmental, and economic factors to bolster sustainability. Yet, implementing SSCM poses significant challenges for most organizations, particularly small and medium-sized enterprises (SMEs). This study aims to identify key barriers and strategies for overcoming them in SMEs. A thorough literature review revealed 80 barriers across nine categories: technological, economic and financial, supplier, information, market and networking, human resources, social and cultural, regulatory and institutional, and organizational barriers. Eight experts from SMEs in focus group discussions considered 55 relevant barriers and prioritized them using the best–worst method. Then, based on the top 15 barriers they deemed key, they adapted and improved 24 strategies based on the literature that, in their opinion, could support the implementation of and improve the SSCM in SMEs. The findings from this study highlight economic and financial barriers as the foremost challenges to the implementation of SSCM, mainly due to the lack of funding and capital to make changes in activities to include sustainability. The findings are valuable for SMEs seeking to implement SSCM, offering insights into potential barriers and strategies for surmounting them. Moreover, this study provides a structured approach that can be replicated to identify the most pressing barriers to overcoming and improving long-term sustainability.

PurposeThis paper aims to examine the effect of external supply chain (SC) flexibility on the product innovation performance of small- and medium-sized enterprises (SMEs) and the contingent role of informal control mechanisms in moderating such an effect.Design/methodology/approachThis study conducts a cross-sectional questionnaire survey of 236 UK-based SME manufacturers.FindingsInbound supplier flexibility (ISF) has a stronger positive effect on SMEs’ product innovation performance than outbound logistics flexibility (OLF), and that the strength and direction of both effects depend on informal control mechanisms. Lead supplier influence negatively moderates the relationship between ISF and product innovation performance but positively moderates the relationship between OLF and product innovation performance. Normative integration positively moderates the relationship between ISF and product innovation performance.Research limitations/implicationsThis study enriches SC flexibility studies by focusing on understanding the differential effects of ISF and OLF on product innovation performance, as well as the role that contingency factors play in these relationships in the SME context.Practical implicationsTo promote product innovation performance, SME managers should focus on building good relationships with their suppliers rather than their logistics service providers. SME managers should be particularly aware of the different types of informal control mechanisms that govern their SC relationships and adjust their managerial approaches accordingly.Originality/valueThis study distinguishes between ISF and OLF and examines their impacts on SMEs’ product innovation performance. This study investigates the differential effects of lead supplier influence and normative integration on the relationship between external SC flexibility and SMEs’ product innovation performance.

The COVID-19 pandemic disrupted global supply chains and heightened the need for sustainable and resilient practices, especially among small and medium-sized enterprises (SMEs). This paper examines sustainable supply chain practices adopted by Australian SMEs during the post-COVID-19 recovery era, integrating qualitative, quantitative and mixed-method evidence across industries including food processing, manufacturing and services. The findings reveal that Australian SMEs have increasingly embraced practices such as circular economy strategies, green supply chain initiatives and localized sourcing to enhance environmental and social performance in their supply chains. Empirical studies show that green human resource management and external pressures drive the adoption of green supply chain initiatives, leading to improved environmental outcomes and, sequentially, social and economic performance in SMEs. However, SMEs face persistent barriers in the post-pandemic context including financial constraints, limited customer awareness and inadequate infrastructure, even as supportive government policies and technological innovations emerge as critical enablers. This paper discusses these findings in light of the unique challenges and opportunities for Australian SMEs, outlines methodological approaches and identifies limitations. It concludes with recommendations for future research and policy to support sustainable supply chain management in SMEs as a cornerstone of post-COVID economic recovery.

Sustainable Supply Chain Management (SSCM), Supply Chain Risk Management (SCRM), and Sustainable Performance (SP) have largely been conceptualized for large enterprises in developed countries, leaving gaps in implementation for small, and medium-sized enterprises (SMEs) in the context of developing countries. This study aims to reconstruct and validate the core dimensions of SSCM, SCRM, and SP practices in SMEs Indonesia through exploratory factor analysis. Data was collected through a survey of 205 SMEs in various sectors. The analysis identified four key factors: Sustainable Supply Chain Management Practices, Risk Mitigation, Risk Evaluation and Planning, and Sustainable Performance. Notably, SCRM emerged as a multidimensional construct, separating the tactical and strategic aspects from risk management. These findings highlight the contextual specificity of sustainability frameworks in SMEs, emphasizing the need for simplified and adaptable models that reflect the resource constraints and informal structures typical of emerging markets. This research contributes to theoretical refinement and offers practical guidance for SME managers aiming to improve sustainability outcomes.

PurposeThis paper explores the role of effective resource and knowledge management capabilities on product innovation capabilities of the small and medium-sized enterprises (SMEs). Specifically, the authors research the role of the human resource investments in the form of employee training in developing firm's innovation capabilities and how SMEs manage these investments when we account for the boundary conditions such as the level of employee education, SME size and the frequency of investments in research and development (R&D).Design/methodology/approachThe authors use survey data conducted by The Centre for European Economic Research (Zentrum für Europäische Wirtschaftsforschung – ZEW). The final sample for analysis includes 983 SMEs from Germany that belong to 13 different industries. The authors use hierarchical OLS regression to test the hypotheses presented in this paper.FindingsThe authors find a positive association between increased investments in employee training and product innovation capabilities in the context of SMEs. More specifically, the authors’ findings support that (1) the relationship between employee training and innovation capabilities is weaker in industries with greater proportion of employees with university degrees, (2) the effectiveness of investments in employee training is lower among larger SMEs than smaller SMEs, and (3) continuous R&D weakens the relationship between training expenditure and innovation capabilities. While on the one hand the authors’ findings contribute to the debate of whether employee training is necessary for SMEs by affirming this notion, on the other hand the authors show that investments in employee training have differing implications for small and large SMEs within boundary conditions. Moreover, these findings have practical implications for the managers of all SMEs in terms of management of their knowledge resources.Research limitations/implicationsThe authors’ research makes important contributions to the study of innovation in SMEs. First, the authors contribute evidence to the debate whether employee training is necessary for SMEs by showing that employee training is particularly important for SMEs that are smaller in size, have lower proportion of employees with university degrees and when they invest in research and development in a targeted manner. The authors also demonstrate that investments in employee training is not a waste, rather such investments can increase the likelihood of survival for many of these firms through its positive impact on product innovation.Practical implicationsFor managers of SMEs, the authors’ findings suggest that while investments in employee training are important, the managers of particular SMEs with above-mentioned qualities should be persistent in such investments and must make deliberate efforts to reap the benefits in terms of innovative capabilities. Unlike large firms, who have the financial means to carry out investments in an abundant manner, SMEs appear to be more enterprising with their scarce resources when we also consider the role of investments in human resources.Originality/valueThe authors’ research makes important contributions to the study of innovation in SMEs. First, the authors contribute evidence to the debate whether employee training is necessary for SMEs by finding that employee training is particularly important for SMEs that are smaller in size, have lower proportion of employees with university degrees and when they do not invest in R&D continuously. The authors also demonstrate that investments in employee training is not a waste, but such investments can increase the likelihood of survival for many of these firms.

Background: As small- and medium-sized enterprises (SMEs) are the primary source of job creation in Nigeria and contribute 48% of the country’s gross domestic product (GDP), their performance must be enhanced and sustainability ensured. The article suggests that through competitor orientation and proactiveness, SME managers and owners can achieve competitive advantage which ultimately promotes firm performance.Aim: The article aims to examine how competitor orientation and proactiveness in competitive advantage enhance the performance of SMEs in Nigeria.Setting: The study focused on registered SME owners and managers who are operating in Nigeria, using Lagos State as a case study.Methods: This study was conducted through administering questionnaires to owners and/or managers of SMEs as the unit of analysis. A quantitative research design was used with stratified and simple random sampling as the sampling method, with the sample comprising 100 SME owners and/or managers.Results: The results of the study indicated that competitive advantage mediates the relationship between competitor orientation, proactiveness and SMEs’ performance indirectly. It further revealed that competitor orientation and proactiveness have significant effects on SMEs’ performance.Conclusion and contribution: The article reveals how competitive advantage, which is influenced by competitor orientation and proactiveness, contributes to increased SMEs’ performance in SME sectors. Thus, to gain a competitive edge over their rivals, the study recommends that SME owners and managers consider competitor orientation and proactiveness more seriously, as these factors ultimately boost their performance.

This study investigates the interplay between internationalization and sustainable supply chain management (SSCM) practices among UK small and medium enterprises (SMEs). Drawing on 15 semistructured interviews with SME owner‐managers and supply chain managers across industries in the United Kingdom, we examine the relationships among SMEs' international orientation, SSCM attitude, and practices. Interestingly, we find that stakeholders influence shifts with international orientation: Suppliers emerge as key barriers at the low level of international orientation, whereas customers become influential drivers at the medium level, and government regulations and diverse sustainability awareness present significant challenges at the high level. Notably, international orientation does not consistently influence SSCM attitude or determine the priorities in SSCM environmental and social practices. Some SMEs report that SSCM practices influence their international strategies, particularly in supply chain localization, supplier selection, and marketing approaches. This research contributes to understanding the complex relationship between international orientation and sustainability in SMEs, offering insights for practitioners managing international supply chains and policymakers supporting SME sustainability initiatives.

This study investigates the influence of Environmental Regulations (ER) and Financial Incentives (FI) on Supply Chain Efficiency (SCE) and Green Logistics Implementation (GLI) among small and medium-sized enterprises (SMEs) in Jordan. Drawing on the theoretical foundations of Sustainable Supply Chain Management (SSCM), this study proposes and empirically tests a conceptual model linking ER and FI to SCE and GLI. A quantitative research design was employed using data collected from 243 professionals across Jordanian SMEs involved in logistics and supply chain operations. The data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) via SmartPLS 4. The results reveal that both ER and FI significantly and positively influence SCE and GLI, though with varying magnitudes. ER exerted a stronger effect on SCE (β = 0.372, p < 0.001) compared to GLI (β = 0.172, p < 0.01), suggesting that regulatory compliance enhances operational efficiency but may not fully drive proactive green logistics practices. Conversely, FI demonstrated the strongest impact on SCE (β = 0.412, p < 0.001) and a weaker yet significant effect on GLI (β = 0.148, p < 0.05), indicating that financial support serves as a critical enabler of efficiency but requires complementary institutional and cultural mechanisms to promote sustainability adoption. These findings underscore the complementary roles of regulatory and financial instruments in advancing both efficiency and sustainability within SME supply chains. The results also provide practical insights for policymakers and SME managers aiming to strengthen the competitiveness and sustainability of Jordan’s supply chain ecosystem.

PurposeThis paper aims to assess how big data–driven supply chain management (BDSCM) influences sustainable supply chain management (SSCM) to achieve sustainable corporate performance (SCP) for small and medium-sized enterprises (SMEs) in an emerging economy such as Vietnam, besides exploring whether Circular Economy Thinking Application (CETA) moderates the relationship between BDSCM and SSCM.Design/methodology/approachThis study collected survey data from 495 SMEs in the food supply chain sector. It employed the PLS-SEM (Partial Least-Squares Structural Equation Modeling) technique to evaluate the hypothesized relationships.FindingsThis study found that BDSCM positively, directly and indirectly, impacted SCP. SSCM partially mediated the correlation between BDSCM and SCP. Additionally, CETA moderated the relationship between BDSCM and SSCM. CETA had a direct and positive effect on SSCM.Originality/valueThe insights into how BDSCM influences SSCM to achieve SCP for SMEs in the food value chain in an emerging economy like Vietnam provides an original value. Moreover, the novelty of this study is further reinforced by the coverage of the newfound mechanism, where CETA moderates the relationship between BDSCM and SSCM, directly and positively enhancing SSCM. These contributions could interest business practitioners and academics.

PurposeAcknowledging, on the one hand, the increasing fragility of supply chains and the number of risks involved in supply chain operations and, on the other hand, the role of small- and medium-sized enterprises (SMEs) in supply chains and the high exposure of these firms to risks of different types, this study aims to examine the relationship between supply chain risk management (SCRM) and innovation performance in SMEs. Furthermore, the impact of technological turbulence on this relationship was studied to take into account recent technological changes.Design/methodology/approachStructural equation modelling was carried out on a sample of Turkish SMEs to test the hypotheses developed.FindingsThe findings presented allow the authors to better understand the link between SCRM and innovation performance in SMEs. More precisely, empirical evidence is provided about the impact of SCRM components such as maturity and ability on innovation performance. Furthermore, the findings show the impact of technological turbulence on both SCRM and innovation performance.Originality/valueBy focusing on SCRM in SMEs, this paper contributes to the body of knowledge with regard to SCRM in general and with regard to SMEs in particular; research on the latter has only started recently. Moreover, by having studied SMEs from a developing country (other than China), this paper helps to develop a broader and more diverse perspective of SCRM.

The sector of small and medium-sized enterprises (SMEs) plays a key role in the economies of all of the countries in the world. These entities constitute the basis for the development of the national and global economies. In a contemporary complex and competitive business environment, the adaptation of appropriate strategies is a particularly important effort to furthering the development of companies from the SMEs sector. In this context, the application of the concept of sustainable supply chain management (SCM) in the operation strategy of SMEs seems to be a very important function. This supply chain also covers all three aspects of sustainable development: business, environmental, and social. The purpose of this article is to present the current state of the research in sustainable development in relation to managing the supply chain of SMEs, as well as the empirical findings in this area. The results found that all of the sustainability areas were very important in the supply chain management practices of the studied SMEs, despite the imbalance described in the literature. The study also presents the most important elements in the particular sustainability areas of SCM and SMEs.

Adoption of green electricity by small- and medium-sized enterprises in Germany