Forthcoming Articles

International Journal of Markets and Business Systems

International Journal of Markets and Business Systems (IJMABS)

Forthcoming articles have been peer-reviewed and accepted for publication but are pending final changes, are not yet published and may not appear here in their final order of publication until they are assigned to issues. Therefore, the content conforms to our standards but the presentation (e.g. typesetting and proof-reading) is not necessarily up to the Inderscience standard. Additionally, titles, authors, abstracts and keywords may change before publication. Articles will not be published until the final proofs are validated by their authors.

Forthcoming articles must be purchased for the purposes of research, teaching and private study only. These articles can be cited using the expression "in press". For example: Smith, J. (in press). Article Title. Journal Title.

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International Journal of Markets and Business Systems (2 papers in press)

Regular Issues

  • Exploring the impact of intellectual capital on organisational performance and agility: insights from Romanian SMEs   Order a copy of this article
    by Mădălina-Elena Stratone 
    Abstract: In todays fast-changing and highly competitive environment, Romanian small and medium-sized enterprises (SMEs) must rely on their intellectual capital to remain agile and improve performance. This study explores how human, structural, and relational capital contribute to organisational agility and performance, based on qualitative research involving semi-structured interviews with 10 SME managers from various industries. The study emphasises how strong stakeholder relationships, effective internal processes, and ongoing employee development work together to promote innovation and adaptability using content analysis techniques and Atlas.ti software. According to the findings, human capital fosters adaptability and creativity, structural capital facilitates digital transformation and operational efficiency, and relational capital improves teamwork and responsiveness to market shifts. The results provide managers with useful insights and pave the way for further research in particular fields, highlighting the significance of managing intellectual capital as a strategic resource for SME growth and resilience.
    Keywords: intellectual capital; human capital; structural capital; relational capital; small and medium-sized organisations; organisational performance; agility; employee performance; training; decision-making; team performance.
    DOI: 10.1504/IJMABS.2026.10076728
     
  • The role of marketing strategies in promoting sustainability with the technology acceptance model   Order a copy of this article
    by Tanya Anand, Kajul Bharti, Akshay Kumar Satasangi 
    Abstract: This study investigates the complex interaction between marketing, technology acceptance model (TAM) and sustainability in higher education. It specifically explores how creative marketing strategies influence environmentally friendly behaviours in students, aligning with mandates from bodies like UNESCO. The research proposes two approaches to behaviour modification for environmental sustainability: logical decision-making and education-driven mindset changes, highlighting the role of social media in increasing environmental consciousness. Addressing the lack of a systematic framework, the studys primary goal is to map the institutions sustainability process, focusing on the commitment of students and management. The findings identify eight key factors crucial for effective implementation: sustainability social awareness, education, culture activities, perceived usefulness, ease of use, attitude towards sustainability, students intentions and institutional sustainability. This research provides comprehensive insights for developing and implementing sustainable practices in higher education.
    Keywords: TAM; technology acceptance model; institutional sustainability; social awareness; marketing strategies; attitude; sustainability perception; cultural activities; educational courses; student intention.
    DOI: 10.1504/IJMABS.2026.10076848
     

 

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