Strategic Management Practices and Their Economic Impact ‎on SME Profitability in Emerging Markets

  • Authors

    • Dr. Kirti Mehta Associate Professor, DYPIU, Akurdi, Pune, ORCID ID-0009-0003-1532-5406
    • Dr. Dhanya K A Associate Professor, School of Business Management, Christ University, ORCID ID: 0009-0007-7388-6518
    • Dr. Ruchi Pandey Assistant Professor, Anjaneya University, Raipur, ORCID ID - 0009-0006-3286-4737
    • Er. Sudhir Kumar Sahu Additional Chief Engineer, Hirakud Dam Circle, Burla & International Author of 22 books published on Amazon. Department of Water Resources, Govt. of Odisha College of Engineering & Technology (Now OUTR), Burla
    • Dr. Vinayak Vishwakarma Assistant Professor, Department of Operations and Decision Sciences, Jaipuria Institute of Management, Indore, Madhya Pradesh, India, ORCID ID: https://orcid.org/0000-0002-8803-9326
    • Dr. Sayak Gupta Assistant Professor, Department of Management, Netaji Subhas University, Jamshedpur
    https://doi.org/10.14419/1azdgy97

    Received date: August 4, 2025

    Accepted date: August 28, 2025

    Published date: January 17, 2026

  • Strategic Planning; SME Profitability; Emerging Markets; Market Orientation; Strategic ‎Management Practices; Return on Investment

  • Abstract

    Small and Medium-sized Enterprises (SMEs) are crucial to economic growth and job creation, ‎especially in the complex and often volatile environments of emerging markets. Limited ‎strategic capacity and inconsistent performance hinder their potential. The study investigates the ‎impact of strategic management practices, specifically strategic planning, market orientation, ‎innovation, and financial control, on SME profitability across emerging economies in Asia, ‎Africa, and Latin America. A mixed-methods approach was used, combining quantitative ‎survey data from 310 SMEs with qualitative interviews of strategic decision-makers. Statistical ‎analyses, including correlation and multiple regression models, were employed to examine ‎relationships between strategic variables and financial indicators such as return on investment ‎‎(ROI), revenue growth, and net profit margin. The results showed that strategic planning had ‎the strongest positive correlation with ROI, followed by market orientation, while innovation ‎and financial control had minimal direct influence. Sectoral and regional differences were also ‎observed, with manufacturing SMEs showing stronger planning capabilities and Asian firms ‎outperforming others across all profitability measures. The qualitative data highlighted ‎contextual barriers and enablers shaping strategic decision-making. The findings emphasize the ‎importance of institutionalizing strategic planning and adopting market-responsive strategies to ‎enhance performance. Policymakers and development agencies should support capacity-‎building efforts and ensure necessary infrastructure is in place. Future research should explore ‎longitudinal and comparative approaches to deepen understanding of strategic dynamics in ‎various emerging market contexts‎.

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  • How to Cite

    Mehta, D. K., K A , D. D. ., Pandey , D. R. ., Sahu , E. S. K. ., Vishwakarma , D. V. ., & Gupta , D. S. . (2026). Strategic Management Practices and Their Economic Impact ‎on SME Profitability in Emerging Markets. International Journal of Accounting and Economics Studies, 13(1), 239-245. https://doi.org/10.14419/1azdgy97