Despite their potential, marketing managers in Algerian small and medium-sized enterprises (SMEs) are often marginalized in strategic decision-making, which limits the strategic contribution of the marketing function and may hinder firm performance. The lack of clarity in how their capabilities translate into performance, especially through structured strategic planning and decision processes, represents a critical research and practical gap in emerging markets. This study aims to examine the strategic role of marketing managers as part of the top management team in Algerian SMEs, investigating how their capabilities influence firm performance both directly and indirectly through strategic marketing planning (as a mediator) and strategic decision-making (as a moderator).
This study employed a quantitative research approach, using a cross-sectional questionnaire-based survey. Simple random sampling was used to select 222 marketing managers from SMEs in the home appliance, electronics and information technology sectors as respondents. Data were analyzed using SPSS 26 and SmartPLS 3.9 programs.
The results reveal that the direct effect of marketing manager capabilities on firm performance was statistically insignificant, and similarly, their impact on strategic marketing planning did not reach statistical significance. However, strategic marketing planning demonstrated a significant positive effect on firm performance. Strategic decision-making was found to significantly moderate the relationship between strategic marketing planning and performance while also exerting a strong direct effect on firm outcomes. These findings suggest a shift among Algerian SMEs toward more structured and formalized strategic processes that integrate marketing functions more effectively into high-level decision-making.
This study provides new theoretical and practical insights into how marketing capabilities influence performance within the under-researched context of Algerian SMEs. By uncovering the mediating role of strategic marketing planning and the moderating role of strategic decision-making, the study challenges the assumption of a direct link between managerial capabilities and performance. It also emphasizes the need for integrated strategic approaches in SMEs operating across both business-to-business and business-to-consumer markets in emerging economies.
