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Open research questions in Business and Economic Development

53 unresolved questions extracted from the limitations and future-work sections of 761 Business and Economic Development papers in our library. Each links back to the study that raised it.

What the literature leaves open

  • SMEs face challenges in adopting new technologies due to limited resources. The lack of know-how and restricted access to financing limit the adoption of new technologies. The study faces challenges due to the small sample size and unbalanced AR distribution.

    The Impact of Digitalisation on the Performance of Romanian SMEs Listed on the AERO Market · 2026 · DOI

  • Digital transformation is a disruptive force that compels SMEs to reconfigure their business models. SMEs face intense pressure to shape an organisational structure focused on constant innovation. SMEs need to develop digital skills and strategic orientation to remain competitive.

    Beyond Technology: SME Strategic Repositioning in Digital Ecosystems · 2026 · DOI

  • The company faces challenges in terms of legacy and redundant applications, reducing efficiency and increasing costs. There is a need to consider both business and technical factors when evaluating application portfolios. The company needs to identify areas for improvement and optimize its application portfolio.

    Optimizing Application Portfolios Through TIME Analysis in an Indonesian Telecommunications Company · 2026 · DOI

  • The high level of uncertainty and dynamism of the external environment. The need for enterprises to ensure resilience and adaptability. The growing role of intellectualization of management.

    Methodological foundations for assessing the level of intellectualization of strategic change management in an enterprise · 2026 · DOI

  • The future of strategic management will be shaped by several emerging trends, including artificial intelligence-based decision-making and sustainable business models. Organizations that adapt to these trends will be better positioned to achieve long-term success.

    Strategic Management: The Foundation of Organizational Success in the 21st Century · 2026 · DOI

  • The need for organizations to adapt to rapid technological changes. The importance of strategic management in ensuring organizational sustainability and competitive advantage. The role of leadership, innovation, resource allocation, and decision-making in organizational success.

    Strategic Management: The Foundation of Organizational Success in the 21st Century · 2026 · DOI

  • Future research should investigate the long-term effects of using commitment as a bargaining device. Future research should explore the application of commitment as a bargaining device in other industries. Future research should examine the role of corporate competence in the management of decline.

    The Use of Strategic Management in a Small Group of Companies under Conditions of Decline · 1983 · DOI

  • The paper identifies a gap in the management of decline, including the need for new techniques to reduce the demands on the organization. The paper highlights the importance of commitment as a bargaining device in industrial relations.

    The Use of Strategic Management in a Small Group of Companies under Conditions of Decline · 1983 · DOI

  • The strategic planning concepts have been built on views of competition stressing one or a few aspects of industry structure. The planning concepts have been almost totally lacking in in-depth treatments of competitors.

    Industrial organization and the evolution of concepts for strategic planning: The new learning · 1983 · DOI

  • The book identifies a need for game theory in management. It argues for the use of approval voting in many elections.

    Competitive strategies · 1983 · DOI

  • There is a lack of empirical research on the corporate life cycle. Prior work has been largely theoretical.

    Successful and Unsuccessful Phases of the Corporate Life Cycle · 1983 · DOI

  • There is limited empirical evidence available for Romanian SMEs. The study addresses the gap by investigating the correlations between digitalisation and financial performance of Romanian SMEs.

    The Impact of Digitalisation on the Performance of Romanian SMEs Listed on the AERO Market · 2026 · DOI

  • The study identifies a gap in the understanding of the impact of digital platforms on SMEs' competitiveness and market access. The research aims to address this gap by examining the relationship between digitalisation and SMEs' competitiveness.

    The Impact of Digital Platforms on Romanian SMEs Competitiveness and Market Access · 2026 · DOI

  • There is a lack of understanding of the impact of digitalisation on the strategic position of SMEs. There is a need to explore the mechanisms by which digitalisation influences strategic performance.

    Beyond Technology: SME Strategic Repositioning in Digital Ecosystems · 2026 · DOI

  • The study identifies a gap in the analysis of innovation management in international companies. The study highlights the need for a theoretical foundation and a practical analysis of the specific aspects of innovation management in leading transnational corporations.

    MANAGERIAL AND FINANCIAL ASPECTS OF INNOVATIVE ACTIVITIES OF INTERNATIONAL COMPANIES: CASE ANALYSIS OF APPLE, GOOGLE, SAMSUNG, AND TESLA · 2026 · DOI

  • The study only analyzed data from 10 global innovative companies. The period of analysis was limited to 2020-2024.

    Strategic Management of Intangible Assets: Internal Control Systems and Economic Security in Innovative Enterprises · 2026 · DOI

  • Future studies could analyze a larger sample of companies. Research could focus on specific industries or sectors to provide more detailed insights.

    Strategic Management of Intangible Assets: Internal Control Systems and Economic Security in Innovative Enterprises · 2026 · DOI

  • There is a gap in understanding the relationship between digital infrastructure development, organisational agility, and perceived competitive advantage in telecommunication firms. Prior work has not fully explored the strategic importance of digital infrastructure development in telecommunication firms.

    <b>Digital Infrastructure Development, Organisational Agility, and Perceived Competitive Advantage: Evidence from Telecommunication Firms in South Sudan</b> · 2026 · DOI

  • Future studies can apply the OCRA method to other contexts. Further research can investigate the relationship between R&D expenditure and economic performance in more detail.

    Comparative Analysis Of R&D Expenditure Performance in the European Union: An Application Using the OCRA Method · 2026 · DOI

  • The study identifies a gap in the analysis of R&D spending performance in EU countries. The study addresses the need for a comprehensive evaluation of R&D expenditure performance.

    Comparative Analysis Of R&D Expenditure Performance in the European Union: An Application Using the OCRA Method · 2026 · DOI

  • The assumption that all Business Value and Technical Value indicators should be weighted equally is treated as a study limitation. A sensitivity check using alternative weighting schemes is recommended for future research.

    Optimizing Application Portfolios Through TIME Analysis in an Indonesian Telecommunications Company · 2026 · DOI

  • Thus, future research could focus on management practices that enable BSC implementation at different organizational levels (ie, systems, organizations, unit/ department primary care services). Future research should focus on this fourth stage although during the initial stage of BSC design the review process is essential, meetings and participation in short-term decisions [57] can favor BSC implementation 21 Original ArticleRAD 563.

    Balanced scorecard model in the function of improving the performance of healthcare organizations · 2024 · DOI

  • Originality/value In-depth case studies that show academe and practitioners how CFI leads to recommendations and is linked to subsequent decisions have been identified as a gap in the literature.

    Corporate foresight for strategic innovation management: the case of a Russian service company · 2020 · DOI

  • In reference to the accomplished research, authors of this paper identify the crucial problems that influence business IQ and also highlight these root problems: absence of proper technologies, poor information tech-nologies (IT), inappropriate software, difficulties to discover reasons for IQ errors, insufficient information security, lack of time to ensure IQ, lack of reliable in-formation sources, poor knowledge of business informa-tion consumer (employee).

    Business Information Quality and its Assessment · 2007 · DOI

  • The planning horizon As is limited by the availability of ‘strong signals’-which carry enough information to permit analysis of both impact and response. This will vary widely depending on the applicability of the existing capacities, and capital/technological intensity of the enterprise.

    Strategic issue management · 1980 · DOI

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53 open questions have been extracted from the limitations and future-work passages of 761 Business and Economic Development papers in our library. Each one below links back to the study that raised it, so you can read the original claim in context.

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