Performance Improvements from Virtual Collaboration and Communication Technologies in SMEs: A Systematic Review

1. Introduction

In an increasingly digital landscape, Small and Medium Enterprises (SMEs) face unprecedented pressures to innovate, adapt, and grow. Virtual Collaboration and Communication Technologies (VCCTs) have emerged as essential tools that can transform how these businesses operate, interact, and compete in the global market. These technologies encompass a wide range of tools, from video conferencing platforms to sophisticated project management and workflow automation solutions, offering SMEs potential solutions to overcome resource and size-related limitations. The COVID-19 pandemic accelerated the adoption of VCCTs across various sectors, compelling SMEs to embrace remote work and digital operations as part of their new reality. However, the impact of these technologies on SME performance is not always straightforward or uniformly beneficial. While certain studies demonstrate substantial gains in operational efficiency, productivity, and market expansion due to VCCT adoption [9], other research indicates challenges in strategic execution, cultural adaptation, and deriving tangible benefits [1]. The assumption that merely adopting VCCTs will automatically enhance SME performance oversimplifies a complex reality. The relationship between VCCT implementation and performance improvement depends on a combination of factors, including organizational culture, digital skills, and the strategic alignment of technology initiatives. This complexity challenges the conventional "one-size-fits-all" approach often promoted in business literature and underscores the need for context-specific strategies that cater to individual organizational needs.

Moreover, while VCCTs are frequently championed as leveling the playing field for SMEs against larger corporations, the practical challenges involved in financial investments, technical expertise, and change management pose significant barriers [2,3,4,5]. These obstacles raise pertinent questions regarding the accessibility and effectiveness of VCCTs across different industries, geographic locations, and economic contexts. The ongoing discourse around the long-term impact of VCCT adoption on SME growth is characterized by divergent viewpoints. Some scholars argue that these technologies promote innovation, stronger stakeholder relationships, and improved business agility [6,7,8,9,10]. Conversely, other studies highlight potential drawbacks, such as negative effects on work-life balance, employee well-being, and organizational cohesion, which can counteract the intended performance benefits. This inconsistency suggests the need for a more nuanced understanding of the enduring effects of VCCTs on SME performance. Current research also identifies critical knowledge gaps in understanding how SMEs can efficiently implement VCCTs. While technology adoption has been extensively studied in the context of large enterprises, there remains a lack of comprehensive, inclusive frameworks that address the unique challenges and opportunities faced by smaller businesses [11]. Furthermore, the absence of practical, detailed guidelines for selecting, implementing, and optimizing VCCTs tailored to the specific needs of SMEs highlights a significant area for further investigation.

To address these challenges and gaps, this systematic review provides a detailed examination of the role of VCCTs in enhancing SME efficiency. Table 1 outlines the key findings from previous reviews, highlighting both major discoveries and conflicting perspectives, which emphasize the need for a fresh review to address unresolved questions and uncertainties. In synthesizing a range of studies, including bibliometric analyses [2,10], case studies [7], and empirical investigations across different industries and regions, this review aims to bridge the gap between theoretical insights and practical applications. The objective is to furnish research-based knowledge that can shape future studies and guide the development of effective strategies for VCCT implementation in SMEs, ensuring these businesses can achieve sustainable growth in a rapidly evolving digital environment.

1.1. Research Questions

Numerous studies on VCCTs in SMEs conducted in recent years present a mixed landscape regarding the impact on performance. Some studies showed positive effects on productivity, efficiency, and decision-making, while others have raised concerns about potential challenges such as technological barriers and employee disengagement. This highlights the absence of a well-defined framework that explains how aspects such as productivity, employee engagement, and operational efficiency interrelate when influenced by VCCTs. It also indicates the need for a comprehensive view of the VCCTs adoption process in SMEs, from challenges in implementation to their long-term effects. To address these gaps, this systematic review proposes the following research questions:

• What are the primary performance improvements associated with adopting VCCTs in SMEs?
• What factors influence the effectiveness of VCCTs in driving performance improvements in SMEs?
• What are the barriers to the implementing and utilization of VCCTs in SMEs?
• What are the best practices for SMEs to maximize the benefits of VCCTs?
• What are the long-term effects of sustained use of virtual collaboration and communication technologies on the growth and performance of SMEs?

1.2. Research Rationale

As the business environment increasingly embraces digital transformation, SMEs face heightened competition and distinct challenges in maintaining their competitiveness and ensuring sustainable growth. Unlike large corporations, SMEs typically operate with limited resources, making the effective adoption of Virtual Collaboration and Communication Technologies (VCCTs) essential for enhancing performance. To navigate this dynamic landscape, SMEs must strategically leverage VCCTs to boost operational efficiency, productivity, and market reach, which are critical for their survival and growth.

VCCTs present a unique opportunity for SMEs to transform their decision-making processes and optimize business operations, allowing for more agile and data-driven responses to market changes. Understanding the diverse ways in which VCCTs shape these decision-making processes can offer valuable insights into how SMEs can better harness these technologies to drive business success. The increasing complexity of global markets, coupled with the rapid evolution of technology, requires SMEs to adopt solutions that can bridge resource gaps and enhance their ability to compete.

This systematic review aims to examine the role of VCCTs in driving performance improvements across different economic contexts, including emerging markets, developed economies, and transition economies. It will also explore the technologies’ impact on diverse industries and geographic regions to understand how contextual factors influence the success of VCCT adoption. By doing so, the study seeks to offer a more comprehensive view of the conditions that facilitate or hinder the transformative potential of VCCTs.

1.3. Research Objectives

The primary objective of this systematic review is to analyze the role of VCCTs in reshaping the operational landscape of SMEs and to assess their impact on workplace dynamics, productivity metrics, and overall business resilience. By examining various implementations across different SME sectors, this review aims to identify patterns of successful adoption as well as potential pitfalls that could impede effective integration. The study also investigates the relationship between VCCTs and organizational culture and explores how these technologies can either foster or hinder innovation within SMEs.

Additionally, the review examines the economic impact of VCCT adoption, balancing short-term costs against long-term benefits to provide a holistic evaluation of the technologies’ effectiveness. Through a thorough analysis of the available literature, this review seeks to generate a deeper understanding of the transformative power of VCCTs in the SME context, offering evidence-based insights that can guide future digital strategies in this vital business sector.

1.4. Research Contributions

The contributions of this study include a comprehensive systematic review of the effects of VCCTs on SME performance, with an emphasis on the deployment challenges and strategies for overcoming them. This review offers a detailed analysis of productivity and efficiency outcomes, identifying benefits, limitations, and decision-making insights that are critical for informed strategy development. By synthesizing the existing literature, the review highlights key gaps in technology integration across business processes and pinpoints areas for further research and innovation. Furthermore, the study proposes a framework to evaluate the effectiveness of VCCTs, considering cost-benefit analysis, human factors, and decision-making processes. This framework aims to offer a structured approach for SMEs to optimize digital transformation initiatives, thereby improving their operations and competitiveness. Through these contributions, the research aims to provide valuable insights for both academic scholars and practitioners involved in SME digital transformation.

The organization of this systematic review is structured as follows: Section 1 establishes the foundation of the study by identifying key factors and offering background on previous research related to VCCTs. Section 2 describes the materials and methods used to conduct the systematic review. Section 3 discusses the results derived from the peer-reviewed literature. Section 4 provides a broader discussion based on the findings, synthesizing key insights, and highlighting practical recommendations. Section 5 concludes the review by summarizing the findings and suggesting directions for future research.

2. Materials and Methods

This section details the systematic methodology used to conduct a literature review on the performance improvements associated with Virtual Collaboration and Communication Technologies (VCCTs) in SMEs, encompassing the period from 2014 to 2024. The aim was to explore the rapid evolution of digital technologies and their adoption in enhancing business performance for SMEs. Figure 1 illustrates the step-by-step process followed, ensuring a comprehensive and rigorous approach to identify, select, and analyze relevant studies.

The proposed methodology provides a visual representation of the following key stages in the review process:

• The initial step involved selecting reliable and extensive bibliographic databases, including SCOPUS, Web of Science, and Google Scholar, to ensure comprehensive coverage across multiple disciplines.
• Specific keywords related to VCCTs and SME performance improvements were used to refine search results. Variations of keywords were applied to maximize the inclusion of relevant studies.
• Eligibility Criteria - The inclusion and exclusion criteria were set to focus on studies published in English from 2014 to 2024. Papers had to discuss VCCTs in the context of SMEs and performance metrics such as operational efficiency, productivity, and employee engagement.
• The studies underwent title and abstract screening to assess relevance, followed by a full-text review for studies that met the eligibility criteria.
• Data Extraction - Data points such as the publication year, research type, industry context, sample characteristics, and performance metrics were systematically extracted and tabulated.
• The final stage involved synthesizing the findings to identify patterns, gaps, and key insights related to VCCT adoption and its impact on SME performance.

The systematic literature review followed a structured approach, combining both qualitative and quantitative methods to evaluate the adoption of VCCTs in SMEs over a 10-year period. This comprehensive review allowed for a detailed understanding of the factors influencing the effectiveness of VCCTs in various industries and geographic regions. By analyzing the selection process, eligibility criteria, and data extraction methods, the review ensured a rigorous evaluation of the evidence, paving the way for a nuanced understanding of how digital tools can reshape the operational landscape for SMEs. The methodology is structured to ensure that the findings are robust and applicable across different business contexts, addressing the challenges and opportunities associated with integrating VCCTs into SME operations. Through this detailed approach, the study aims to bridge the gap between theoretical insights and practical applications, providing valuable guidance for future research and digital strategy development in SMEs.

2.1 Eligibility Criteria

To ensure a focused and relevant review, a set of eligibility criteria was established for selecting the literature on performance improvements from Virtual Collaboration and Communication Technologies (VCCTs) in SMEs. The search was conducted to identify studies that meet specific criteria, aiming to include research that effectively addresses the relationship between VCCT adoption and SME performance. The criteria focused on several aspects, including the topic relevance, research framework, language, publication period, and technology adoption context, as shown in Table 2 [71,72,73,74,75,76,77,78,79,80,81,82,83,84,85,86,87,88,89]. Only studies that presented a clear methodological approach relevant to the performance of VCCTs in SMEs were considered for inclusion. The review was limited to literature published in English between 2014 and 2024, ensuring that the analysis reflected the most recent developments in this rapidly evolving field.

The inclusion criteria aimed to filter studies that provide insights into SME performance improvements through the adoption of VCCTs, while the exclusion criteria removed any irrelevant or outdated literature. By adhering to these criteria, the review ensured that the selected studies offered a robust and up-to-date analysis of how VCCTs impact various aspects of SME operations, such as efficiency, productivity, and employee engagement. This approach allowed for a comprehensive review that captures the trends and challenges associated with integrating VCCTs in SMEs, reflecting their evolving needs in a digital business landscape. Table 2 thus provides a structured foundation for selecting literature that meets the objectives of this systematic review, ensuring relevance and methodological rigor in addressing the research questions.

2.2. Information Sources

The literature for this systematic review was sourced from three reputable databases: SCOPUS, Web of Science, and Google Scholar, which are well-regarded for their extensive coverage of peer-reviewed research across various disciplines. SCOPUS and Web of Science were chosen due to their recognition as two of the largest bibliographic databases, ensuring a comprehensive collection of relevant studies. These platforms provide a wide array of literature from different fields, thereby enabling a broad understanding of Virtual Collaboration and Communication Technologies (VCCTs) in the context of SME performance. Google Scholar was included for its ability to rank articles similarly to the way researchers evaluate the quality and relevance of literature [71,72,73,74,75,76,77,78,79,80,81,82,83,84,85,86,87,88,89]. Its ranking algorithm provides additional insights into the impact and importance of studies based on citation counts and other metrics, complementing the more structured database searches offered by SCOPUS and Web of Science. To ensure that the literature aligned with the eligibility criteria (as detailed in Table 2), a systematic search strategy was applied, incorporating keywords related to VCCTs and SME performance. This approach facilitated a rigorous and focused collection of studies, enhancing the reliability and applicability of the findings. The methodology ensured a diverse and comprehensive view of existing research, forming a solid foundation for subsequent analysis.

2.3. Search Strategy

To systematically identify relevant literature on Virtual Collaboration and Communication Technologies (VCCTs) in SMEs, a comprehensive search strategy was implemented across the databases identified in the previous subsection. The strategy was designed to ensure thorough coverage and capture all relevant studies within the specified criteria. Figure 2 presents an overview of the search strategy, illustrating the structured process from database identification to the refinement of search results. The search process involved the following steps [71,72,73,74,75,76,77,78,79,80,81,82,83,84,85,86,87,88,89]:

• Primary keywords such as "performance improvements," "virtual collaboration," and "SMEs" were used. To enhance search precision, logical operators like ‘AND’ and ‘OR’ were applied. For example, "performance improvements AND SMEs" ensured both terms appeared in results, while synonyms and related terms such as "efficiency improvement" and "remote collaboration" broadened the search scope.
• An asterisk (‘*’) was employed to account for variations in word forms, capturing results for "business" as well as "businesses."
• Synonyms and related terms were included to ensure comprehensive search results, covering various terminologies relevant to VCCTs and SME performance.
• The searches were limited to papers published from 2014 to 2024. Additional filters, such as language restrictions to English and research area specifications like Business Economics, were applied on the Web of Science.

Figure 2 illustrates the workflow from database identification, keyword selection, filters application, to data refinement, ensuring the identification of studies that met the eligibility criteria. The structured search strategy utilized various techniques to ensure a comprehensive and focused literature collection. By combining specific keywords, synonyms, logical operators, and database-specific filters, the process enabled the identification of a diverse set of studies that align with the objectives of this review. The systematic approach ensured that the studies included provided valuable insights into the impact of VCCTs on SME performance, setting a strong foundation for analysis and synthesis in the review.

2.4 Selection Process

The selection process was carried out meticulously to refine the initial pool of studies and ensure that the final set was both relevant and high quality for this systematic review. A comprehensive search yielded 12,422 results across three databases: Google Scholar, SCOPUS, and Web of Science (Table 3). The multi-step selection process is summarized in Figure 3, which outlines the systematic filtering steps to identify studies that align with the review’s key themes—performance improvements, virtual collaboration, communication technologies, and SMEs. The initial screening involved assessing titles and abstracts for relevance. At this stage, studies not clearly linked to the main topics were excluded. Following this, a full-text review of the remaining articles was conducted to evaluate their methodologies, findings, and alignment with the review objectives. Criteria specified in Table 2 guided this process to ensure consistency in the selection of relevant studies [71,72,73,74,75,76,77,78,79,80,81,82,83,84,85,86,87,88,89]. Information on the selected studies, such as authors, year, design, and other critical details, was systematically extracted and organized using Excel for analysis. Table 3 presents the number of results obtained from each database. The largest proportion came from Google Scholar, followed by Web of Science, and SCOPUS.

Figure 3 visually summarizes the stepwise selection process, beginning with database identification, initial filtering based on titles and abstracts, and moving through to a detailed full-text review. This process ensured a structured approach to narrowing down the vast number of studies and building a strong foundation for the review.

The systematic selection process allowed for efficient refinement from over 12,422 initial records to a more manageable and relevant final set of studies. This approach ensured that the included studies adhered to the set inclusion criteria, enhancing the quality and reliability of the findings for this systematic review.

2.5. Data Collection Process

The data collection process for this systematic review was designed to ensure a structured and comprehensive approach to extracting information from the selected studies. The process involved multiple stages, beginning with the identification of key parameters for extraction, which included study characteristics, methodologies, key variables, and outcomes relevant to performance improvements from VCCTs in SMEs. Data extraction was conducted using a predefined framework to maintain consistency across studies. Figure 4 [71,72,73,74,75,76,77,78,79,80,81,82,83,84,85,86,87,88,89] provides an overview of the data collection procedure, illustrating the flow from data extraction to results reporting. Once the data was extracted, it was organized and analyzed using Microsoft Excel, allowing for the identification of patterns, trends, and key insights. The synthesized data was then structured into tables and charts, enhancing the clarity of findings and facilitating comparison across studies. This process ensured that the results were robust and could be easily interpreted to inform the conclusions and recommendations presented in the review.

The systematic approach detailed in this section facilitated a coherent and comprehensive synthesis of the literature. By visually representing the key findings, the data collection process not only supports transparency but also highlights the various dimensions explored in the included studies. This foundation enables a structured discussion of the results in subsequent sections, offering a more nuanced understanding of VCCTs’ impact on SME performance.

2.6. Data Items

In assessing the performance improvements associated with virtual collaboration and communication technologies (VCCTs) in SMEs across various domains, multiple data items were extracted to comprehensively understand their impact on IT and business initiatives. The main outcomes of interest were classified into four categories: IT performance metrics, business performance metrics, organizational outcomes, and long-term impacts. IT performance metrics focused on evaluating the technical effectiveness of VCCTs implementations, including system uptime, user engagement, scalability, and ease of use. These metrics provided insights into the operational reliability and user satisfaction with the technologies used in SMEs. Business performance metrics covered financial and operational aspects, such as revenue growth, operational efficiency, and cost savings, offering a broader perspective on business health and effectiveness. Organizational outcomes measured employee-related factors like engagement and productivity, giving a sense of the technologies’ impact on human capital. Long-term impacts assessed strategic changes and sustained improvements over extended periods. Table 4 [71,72,73,74,75,76,77,78,79,80,81,82,83,84,85,86,87,88,89] presents the detailed list of data items that were collected and analyzed from each study, including research characteristics, methodology details, performance indicators, and outcomes. By ensuring the extraction of well-defined data parameters, the review aimed to maintain a high level of reliability and validity in interpreting the findings.

The systematic extraction of these data items enabled the identification of patterns and facilitated a thorough analysis of VCCTs’ role in improving SME performance. The collected parameters supported the synthesis of findings across different study contexts, enhancing the reliability of conclusions drawn in this systematic review.

2.7. Study Risk of Bias Assessment

Evaluating the methodological quality and potential biases in the reviewed studies is essential for ensuring the reliability of this systematic review on the impact of Virtual Collaboration and Communication Technologies (VCCTs) in SMEs. The risk of bias assessment allows for a critical appraisal of the studies’ validity and informs the weighting of the evidence used in the analysis. Table 5 [71,72,73,74,75,76,77,78,79,80,81,82,83,84,85,86,87,88,89] outlines the key biases assessed across the included studies, including reporting bias, sample size bias, social desirability bias, measurement bias, and time lag bias. Reporting bias reflects the tendency to selectively report favorable outcomes while omitting unfavorable results, potentially skewing the study’s conclusions. Sample size bias addresses the issue of smaller sample sizes which may limit the generalizability of the findings. Social desirability bias is introduced when participants provide responses they perceive as socially acceptable rather than their true thoughts. Measurement bias occurs when non-validated or inappropriate tools are used to gather data, while time lag bias considers the impact of delays between study conduct and publication, which may affect the relevance of the findings.

The overall authenticity score in Table 5 indicates the robustness of each study, with higher scores representing lower levels of bias across these categories. This structured approach to assessing risk of bias not only enhances the transparency of the systematic review process but also aids in identifying methodological gaps and areas for future research. The table below summarizes the biases and overall authenticity scores for the studies included.

The structured risk of bias assessment helps to uncover methodological limitations in the current body of literature on VCCTs in SMEs. Notably, studies with lower authenticity scores often suffer from issues related to smaller sample sizes or unvalidated measurement tools, which can diminish the strength of their conclusions. Conversely, studies with higher scores exhibit lower levels of bias, providing more reliable evidence for assessing the performance impact of VCCTs on SMEs. This assessment ensures a nuanced interpretation of the evidence base, allowing for a balanced synthesis of findings that supports robust conclusions.

2.8. Synthesis Methods

The systematic literature review focused on assessing performance improvements from virtual collaboration and communication technologies (VCCTs) in SMEs, applying a comprehensive and structured approach. As illustrated in Figure 5 [71,72,73,74,75,76,77,78,79,80,81,82,83,84,85,86,87,88,89], the synthesis process involved several critical stages: establishing study eligibility criteria, preparing data for synthesis, systematic data charting, and presenting findings in a coherent format. This step-by-step methodology ensured that the review encompassed a wide range of high-quality studies while accounting for diverse contexts and study designs. A central aspect of the synthesis was the examination of variability across studies, reflecting different economic and industry-specific contexts where VCCTs were implemented. The review adopted sensitivity analyses to assess the robustness of the results, testing how findings withstood variations in assumptions and data subsets. This approach was essential for developing a nuanced understanding of how VCCTs influence various aspects of SME operations, such as productivity, employee engagement, and organizational efficiency.

Figure 5 outlines the key components of the synthesis process, which included aggregating data for systematic information layout, conducting detailed sensitivity analyses, and incorporating variability assessments to draw reliable conclusions. This thorough process supported a holistic view of the impacts of VCCTs on SMEs, laying the foundation for strategic recommendations and future research directions.

The outlined approach to synthesis methods not only ensured rigorous data handling but also enhanced the overall reliability of the findings, facilitating the identification of key themes and gaps in the existing literature on VCCTs and SME performance.

2.8.1. Criteria for Study Eligibility for Synthesis

The eligibility criteria for studies included in the synthesis were rigorously established to ensure a comprehensive and accurate representation of the relationship between Virtual Collaboration and Communication Technologies (VCCTs) and SME performance. The analysis focused on empirical research published between 2014 and 2024, prioritizing highly cited and peer-reviewed studies that offered robust evidence on the implementation and outcomes of VCCTs in SMEs. Key aspects evaluated included the types of collaboration tools used, their impact on different performance metrics, the challenges encountered during implementation, strategies for technology adoption, and comparisons with larger businesses’ approaches to similar technologies. This focus aimed to provide a well-rounded understanding of how SMEs can strategically leverage digital communication tools to enhance their operational and financial performance.

2.8.2. Data Preparation and Management

In preparing data for synthesis, a meticulous data management approach was adopted to ensure the accuracy and consistency of information across studies. The preparation process included collaborative data review, de-duplication using Excel’s built-in tools, and standardization of text formats. Records with significant missing data that could not be estimated or filled in reliably were excluded from the final dataset. Labeling gaps as "Not Specified" helped identify areas where information was lacking, providing insights into potential research gaps in the literature. This careful approach to data preparation formed a solid foundation for further analysis of the role of VCCTs in enhancing SME performance.

The visual representation in Figure 6 emphasizes each step in the systematic data preparation and management process, which involved identifying duplicate records, standardizing formats, and ensuring data integrity before proceeding to analysis.

2.8.3. Results Presentation

The results were presented using various data visualization techniques, such as line charts, bar graphs, and other graphical formats, which helped identify patterns, trends, and inconsistencies within the dataset. Pivot tables played a crucial role in organizing the data, allowing for a more streamlined review and minimizing the risk of human error. The visual approach facilitated a clearer understanding of how digital communication tools impact SME performance metrics like operational efficiency, employee engagement, and financial outcomes. The rigorous presentation of data through visual aids not only enhanced the reliability of the synthesis but also allowed for a deeper exploration of the evolution and trajectory of research interest in VCCTs and SMEs over time, establishing a comprehensive understanding of their impact on the digital business landscape.

2.8.4. Results Synthesis and Rationale

The synthesis of results followed a tiered classification system to categorize studies based on various attributes, including publication year, research type, and performance metrics examined. Figure 7 summarizes the systematic process employed, which helped identify overarching patterns and key research areas. This synthesis approach offered a nuanced perspective on how VCCTs reshape SME performance.

2.8.5. Sensitivity Analysis

A comprehensive sensitivity analysis was conducted to examine the robustness of findings across studies. As Figure 7 shows, the analysis covered various research methodologies, sample sizes, data collection methods, and technological contexts. This approach ensured that the results accounted for the diversity in research designs, helping to draw reliable conclusions about VCCTs’ effects on SMEs.

2.9. Reporting Bias Assessment

In this systematic review, a detailed evaluation was conducted to identify potential reporting biases that could influence the conclusions about the impact of virtual collaboration and communication technologies (VCCTs) on SME performance. Reporting bias occurs when studies selectively report results, often exaggerating benefits while downplaying limitations or challenges. To address this concern, a systematic approach was implemented to assess the alignment between each study’s methodology, stated objectives, and reported findings. During the review, special attention was paid to whether studies included comprehensive data on the impacts of VCCTs on SMEs. Both positive and negative outcomes were considered essential to provide a balanced view. Instances of incomplete reporting, such as missing data on challenges faced or inconsistencies between objectives and results, were identified and factored into the assessment of each study’s overall quality. To mitigate the possibility of publication bias—where studies with favorable outcomes are more likely to be published—this review intentionally included a diverse range of sources, including peer-reviewed articles, conference proceedings, and less-cited studies. This approach ensured a more comprehensive overview of VCCTs’ impact across different contexts.

Table 7 provides a summary of each study’s quality based on three criteria: Selection, Comparability, and Outcome/Exposure. The Outcome/Exposure criterion specifically evaluates the transparency of reporting on VCCT implementation and its effects on SMEs. Studies that provided detailed results, including limitations and challenges, received higher ratings, whereas studies with incomplete outcome reporting were rated lower. Lower-rated studies were scrutinized more closely to determine if their conclusions could be affected by potential reporting bias.

This methodical evaluation contributes to a balanced synthesis of the evidence, ensuring that the review reflects a realistic understanding of VCCTs’ role in enhancing SME performance, while accounting for potential biases that could skew the findings. The inclusion of diverse study types and transparent evaluation criteria reinforces the validity of the conclusions drawn in this systematic review.

2.10. Certainty Assessment

In evaluating the literature on virtual collaboration and communication technology’s impact on small and medium enterprises (SMEs), it is crucial to assess the reliability and robustness of the gathered evidence. The certainty assessment ensures that the conclusions drawn about these technologies’ effects on various performance metrics, including operational efficiency, business growth, and financial outcomes, are well-founded and credible. To systematically assess the quality of evidence, a five-question framework was developed (Table 6). The questions cover key aspects such as the clarity of research aims, the appropriateness of methods, the depth of analysis regarding VCCT’s impact, and the novelty of insights offered by the studies. Each study was rated on a scale from 0 (low quality) to 1 (high quality), with intermediate scores reflecting adequate quality (0.5). This rating system provided a uniform approach to evaluate the evidence’s strength across different studies, enabling a straightforward comparison of their contributions to understanding how VCCTs enhance SME performance.

Table 6. Research Quality Questions.

Question	Research Quality Questions
Q1	Is the research aim clearly stated and well defined?
Q2	Is the research method well explained?
Q3	How well does the study analyze VCCT’s impact on SME performance?
Q4	Are data collection methods for virtual collaboration in SMEs appropriate and well described?
Q5	Does the study offer new insights on virtual collaboration in SMEs?

Table 6. Research Quality Questions.

Question	Research Quality Questions
Q1	Is the research aim clearly stated and well defined?
Q2	Is the research method well explained?
Q3	How well does the study analyze VCCT’s impact on SME performance?
Q4	Are data collection methods for virtual collaboration in SMEs appropriate and well described?
Q5	Does the study offer new insights on virtual collaboration in SMEs?

Studies were assigned a total score ranging from 0 to 5 points based on these criteria, with Table 7 summarizing the quality assessment findings. Higher scores indicated more comprehensive and reliable studies, allowing for a more accurate interpretation of the technologies’ impact on SMEs. The quality assessment not only provided a measure of confidence in the findings but also helped identify potential areas for future research by highlighting gaps or methodological weaknesses in the existing literature. For instance, studies scoring lower on criteria Q3 or Q4 pointed to a need for more detailed analyses or improved data collection methods in future research.

Table 7. Quality Assessment Findings.

Ref.	Q1	Q2	Q3	Q4	Q5	Total	% Grading
[42]	0.5	1	0	1	0.5	3	60
[36]	0	0.5	1	1	0.5	3	60
[35]	0.5	1	0.5	1	0.5	3.5	70
[26]	0.5	0.5	1	1	0.5	3.5	70
[62]	0.5	1	0.5	0.5	1	3.5	70
[52]	1	0	0.5	1	1	3.5	70
[56]	0.5	0.5	0.5	1	1	3.5	70
[39]	0	1	0.5	1	1	3.5	70
[53]	1	1	1	1	0	4	80
[60]	1	1	1	0.5	0.5	4	80
[48]	1	1	0.5	1	0.5	4	80
[32,34,37]	0.5	1	1	1	0.5	4	80
[58]	1	1	0.5	0.5	1	4	80
[1]	1	0.5	0.5	1	1	4	80
[28,50,54,59]	0.5	1	0.5	1	1	4	80
[24]	1	0	1	1	1	4	80
[25]	0.5	0.5	1	1	1	4	80
[55]	0	1	1	1	1	4	80
[31]	1	1	0.5	1	0.5	4	80
[46,47,61,63]	1	1	1	1	0.5	4.5	90
[27,29,33,49]	1	1	1	0.5	1	4.5	90
[41,44,51,57]	1	1	0.5	1	1	4.5	90
[30]	1	0.5	1	1	1	4.5	90
[43]	0.5	1	1	1	1	4.5	90
[38,40,45]	1	1	1	1	1	5	100

Table 7. Quality Assessment Findings.

Ref.	Q1	Q2	Q3	Q4	Q5	Total	% Grading
[42]	0.5	1	0	1	0.5	3	60
[36]	0	0.5	1	1	0.5	3	60
[35]	0.5	1	0.5	1	0.5	3.5	70
[26]	0.5	0.5	1	1	0.5	3.5	70
[62]	0.5	1	0.5	0.5	1	3.5	70
[52]	1	0	0.5	1	1	3.5	70
[56]	0.5	0.5	0.5	1	1	3.5	70
[39]	0	1	0.5	1	1	3.5	70
[53]	1	1	1	1	0	4	80
[60]	1	1	1	0.5	0.5	4	80
[48]	1	1	0.5	1	0.5	4	80
[32,34,37]	0.5	1	1	1	0.5	4	80
[58]	1	1	0.5	0.5	1	4	80
[1]	1	0.5	0.5	1	1	4	80
[28,50,54,59]	0.5	1	0.5	1	1	4	80
[24]	1	0	1	1	1	4	80
[25]	0.5	0.5	1	1	1	4	80
[55]	0	1	1	1	1	4	80
[31]	1	1	0.5	1	0.5	4	80
[46,47,61,63]	1	1	1	1	0.5	4.5	90
[27,29,33,49]	1	1	1	0.5	1	4.5	90
[41,44,51,57]	1	1	0.5	1	1	4.5	90
[30]	1	0.5	1	1	1	4.5	90
[43]	0.5	1	1	1	1	4.5	90
[38,40,45]	1	1	1	1	1	5	100

The findings from Table 7 demonstrate the variability in quality across studies, with some exhibiting high methodological rigor while others showed areas for improvement. This systematic approach to certainty assessment ensures a balanced and fair evaluation of the evidence, allowing for more nuanced conclusions about the effectiveness of virtual collaboration technologies in SMEs.

3. Results

This section provides the description of the results including their interpretation, as well as some conclusions that can be drawn from these results.

3.1. Study Selection

The process of study selection for this systematic review is illustrated in the PRISMA flowchart shown in Figure 8. The initial search identified a total of 12,422 studies across three major databases: Google Scholar (2,000 studies), SCOPUS (2,207 studies), and Web of Science (8,215 studies). Following the identification stage, 12,422 studies were excluded before the screening process due to ineligibility, as determined by automation tools. These studies were removed because they did not meet the predefined criteria or were duplicates. During the screening stage, 42 studies were selected based on title and abstract relevance, while 12,380 were excluded because they did not align with the core themes of virtual collaboration, communication technologies, or SME performance improvements. Of the 42 studies sought for full-text retrieval, one was not retrievable, resulting in 41 studies being assessed for eligibility.

After a thorough eligibility review, all 41 studies met the criteria for inclusion in the final systematic review. This rigorous selection process ensured that only relevant, high-quality research contributed to the synthesis of findings, providing a robust foundation for understanding the impact of virtual collaboration technologies on SME performance. The study selection approach was instrumental in achieving a balanced and comprehensive overview of the existing literature, facilitating a meaningful analysis of the effectiveness and challenges associated with the adoption of VCCTs in various SME contexts.

3.2. Study Characteristics

The analysis of the characteristics of studies included in this systematic review reveals a detailed picture of the research landscape concerning the use of Virtual Collaboration and Communication Technologies (VCCTs) in Small and Medium Enterprises (SMEs). As illustrated in Figure 9, the studies were collected from three major databases: Google Scholar (29%), SCOPUS (25%), and Web of Science (46%). The predominance of studies from Web of Science indicates its critical role in offering extensive and reliable research sources for this review.

Figure 10 shows the publication trends from 2014 to 2024, highlighting significant growth in the number of studies. The most notable increases occurred in 2017, 2022, and 2023, reflecting a rising interest in digital communication tools among SMEs. The surge in 2024 is particularly remarkable, with the number of publications approximately tripling compared to 2023. This trend suggests an increasing focus on adapting digital collaboration technologies due to evolving business needs, accelerated by factors such as remote work and digital transformation, especially post-pandemic.

As shown in Figure 11, the research types reviewed were predominantly journal articles, accounting for 92.68% of the total studies. Conference papers made up 7.32%, indicating a limited representation of the most recent or ongoing developments in the field. This distribution highlights the well-established nature of VCCT research in academic literature but suggests a need for incorporating more contemporary findings through conference contributions.

Figure 12 and Figure 13 provide insights into the geographic and economic contexts of the studies. Most research originated from Italy and Indonesia, with significant contributions also coming from Germany, China, Finland, and the United Kingdom. This distribution reflects a mix of developed and developing countries, suggesting a broad interest in the topic across various economic environments. However, there is a slight tilt towards developed nations, possibly due to better access to research funding and technology infrastructure. The economic comparison underscores the importance of contextualizing the findings to address both advanced and emerging market challenges faced by SMEs in adopting VCCTs.

To facilitate a structured comparison and synthesis of the existing research, key information from relevant studies has been compiled into Table 8 below. This table encompasses four critical aspects of each study: the reference sample size, performance indicators utilized, mechanisms introduced, and key contributions. By organizing the literature in this manner, we aim to provide a clear overview of the current state of research, identify prevalent trends and patterns, and highlight potential gaps in our understanding of how virtual collaboration tools can enhance SME performance. This tabular presentation will serve as a foundation for in-depth analysis and discussion, enabling us to draw meaningful insights and guide future research directions in this rapidly evolving field.

3.3. Risk of Bias in Studies

Figure 14 displays the usage of research methods in studies on this subject, emphasizing the potential bias risks linked to each method. A variety of approaches such as case studies, surveys, and experimental designs have been utilized, each having their strengths and weaknesses when addressing inquiries about how virtual collaboration influences SMEs. The data presented in the chart illustrates that surveys are the most utilized method, accounting for 63% of the studies. Surveys offer a broad view and efficiently gather extensive data, but they can introduce biases due to self-reporting and the challenges of capturing complex interactions within SMEs using virtual collaboration tools. Case studies, making up 15% of the research, provide in-depth insights but may lack generalizability due to their focus on specific contexts of virtual collaboration implementation. Experimental and quasi-experimental designs, comprising 5% and 3% respectively, offer robust approaches to establishing causality between virtual collaboration technology adoption and SME performance improvements. However, they might have limited external validity in real-world SME settings. The utilization of longitudinal studies provides valuable insights into the long-term effects of virtual collaboration on SMEs, while mixed methods offer a more comprehensive understanding by combining qualitative and quantitative approaches.

3.4. Results Individual Studies

Our findings demonstrated a diverse focus across several key discipline areas. Notably, most research papers focused on communication technologies and SME performance, with each category representing 31.71% of the overall studies as shown in Figure 15, signifying a strong emphasis or interest in understanding how communication tools impact the performance of SMEs. The other discipline areas identified from the studies are business technology and virtual collaboration, which account for 19.51% and 17.07% of the total studies, respectively. The emphasis on business technology and virtual collaboration indicates a broader interest in how technology influences business outcomes.

Further analysis into these discipline areas identified collaboration technologies, as demonstrated by Figure 16. Collaborative software, project management tools, and video conferencing constituted 43.9%, 9.76%, and 12.2% of the total studies, respectively. The remaining 34.15% pertained to unspecified collaboration software.

The technology implementation model serves as a roadmap for businesses looking to adopt new technologies. Figure 17 outlines these implementation models which are cloud-based, with 36.59%, hybrid, 29.27%, technology implemented on-premises, with 9.76%. of studies. These results suggest a strong leaning towards cloud and hybrid solutions, with technologies implemented on-premises by SMEs losing some ground. The unspecified results of the studies mean studies were not clear in specifying where technology was implemented, however, this might also be highlighting opportunities for further education or tailored solutions.

As shown in Figure 18, scalability was the most frequently measured IT performance metric, appearing in 41.46% of the studies. This reflects the growing importance of flexibility and adaptability for SMEs in the digital era. User engagement was also significant, featured in 39.02% of the studies, indicating the critical role of customer and employee interactions in performance improvement. Conversely, uptime, present in only 12.20% of the studies, suggests a potential gap in evaluating system reliability. This imbalance may point to an underestimation of the importance of consistent system availability in overall performance evaluations.

In addition to IT metrics, the reviewed studies also highlighted key business performance metrics, which focused on measuring the organizational success of SMEs. These metrics included cost savings, operational efficiency, and revenue growth, as detailed in Figure 19. Operational efficiency was the most emphasized metric, cited by 68.29% of the studies, underscoring its centrality to SME performance. Revenue growth was featured in 24.39% of the studies, indicating its role as a significant but secondary measure. Surprisingly, cost savings appeared in only 2.44% of the studies, suggesting that this critical aspect of financial performance is often overlooked. This gap highlights the need for a greater focus on cost-saving strategies to provide a more comprehensive view of SME performance.

Organizational outcomes were measured using two key metrics: customer satisfaction and employee satisfaction. As shown in Figure 20, customer satisfaction was the most frequently measured outcome, appearing in 43.9% of the studies. Employee satisfaction closely followed, appearing in 41.46% of the studies. This near parity suggests that SMEs are taking a balanced approach to managing stakeholder relationships, recognizing the importance of both customer and employee well-being in driving business success. The remaining 14.63% of studies did not specify which outcomes were measured, indicating room for improvement in the clarity of performance assessments.

Finally, the long-term impacts of VCCT adoption were analyzed in terms of business sustainability and competitive advantage, as shown in Figure 21. Business sustainability was featured in 46.34% of the studies, reflecting a strong focus on ensuring long-term organizational resilience. Competitive advantage, present in 41.46% of the studies, indicates that many SMEs are leveraging VCCTs to differentiate themselves in the marketplace. However, 12.2% of studies did not specify their focus on long-term impacts, suggesting a need for further research in this area to explore how VCCTs can provide lasting benefits.

In conclusion, the analysis of performance metrics reveals a strong emphasis on operational efficiency, scalability, and customer and employee satisfaction as key drivers of SME success. However, the limited focus on cost savings and uptime indicates potential areas for improvement in future research. A more balanced evaluation of financial performance and system reliability could provide SMEs with a clearer understanding of how to maximize the benefits of VCCTs in both the short and long term.

3.5. Reporting Biases

The array of methodologies depicted in Figure 22 highlights the complexity involved in studying virtual collaboration’s influence on SMEs, each carrying its own risk of bias. The prevalence of surveys and case studies suggests a dependence on context-specific data that could introduce bias into the results. To address these risks, it is suggested that upcoming studies focus on utilizing a mix of research approaches, including increased use of longitudinal studies and mixed methods. This approach can help improve the accuracy and dependability of conclusions made regarding the impact of virtual collaboration and communication technology on the performance of small and medium-sized enterprises.

4. Discussion

4.1. Key Findings and Strategic Implications for Business Leaders

As virtual collaboration and communication technologies (VCCTs) gain traction, their impact on small and medium enterprises (SMEs) has become increasingly significant. The adoption of these technologies offers various performance improvements, but strategic insights are essential for maximizing benefits and addressing challenges. This section summarizes key findings from the systematic review and provides strategic implications for business leaders across different industries. Table 9 outlines the opportunities, challenges, and strategic drivers associated with VCCTs, emphasizing their relevance to this review. The goal is to equip decision-makers with actionable insights that align technology adoption with organizational goals for sustainable growth and competitive advantage. The findings demonstrate that VCCTs can significantly enhance operational efficiency, employee engagement, and customer satisfaction. For example, industries such as manufacturing and retail showed distinct gains in productivity and digital skills development, while sectors like healthcare highlighted the role of VCCTs in improving service delivery. However, adoption challenges like financial constraints and employee resistance persist across various industries. The following table summarizes these findings and provides strategic implications for business leaders, helping them navigate the complexities of VCCT implementation.

In summary, Table 9 illustrates that VCCTs hold significant potential to transform industries by driving operational efficiency, enhancing customer experiences, and fostering innovation. The adoption of these technologies can provide SMEs with strategic advantages, but leaders must carefully navigate challenges such as high implementation costs and data security risks. By aligning technology investments with key drivers like workforce development, agile practices, and customer-centric strategies, business leaders can maximize the expected outcomes of VCCT adoption and achieve long-term success.

4.2. Decision-Making Framework for Implementation

Implementing Enterprise Social Platforms (ESPs) in small and medium enterprises (SMEs) requires a structured approach to ensure successful adoption and maximize the potential benefits. A step-by-step decision-making framework provides a practical guide for business leaders, enabling them to align ESP implementation with organizational goals and address industry-specific challenges. This section presents a five-step framework for implementing ESPs across various industries, focusing on needs analysis, platform selection, pilot testing, full integration, and ongoing optimization. The framework highlights essential considerations for each step, emphasizing key features, strategic drivers, and expected outcomes. Table 10 provides a comprehensive overview, detailing the specific focus for each industry, from manufacturing and retail to education and finance. By tailoring the framework to the unique requirements of different sectors, the goal is to facilitate a smooth transition to ESP adoption while ensuring alignment with organizational objectives and strategic initiatives

In summary, Table 10 presents a structured decision-making framework for ESP implementation across various industries. It emphasizes a step-by-step approach tailored to industry-specific needs, focusing on strategic drivers such as digital skills development, regulatory compliance, and customer experience. By following this framework, business leaders can ensure a smooth transition to digital platforms and achieve the expected outcomes, such as enhanced operational efficiency, customer satisfaction, and long-term sustainability.

4.3. Proposed Best Practices for Successful Study Implementation

To ensure the successful implementation of virtual collaboration and communication technologies (VCCTs) in small and medium enterprises (SMEs), it is crucial to adopt best practices tailored to industry-specific needs. These practices address unique operational challenges while driving strategic initiatives and achieving desired outcomes. This section outlines the proposed best practices for different SME types across industries, focusing on overcoming common obstacles, aligning with strategic drivers, and maximizing the impact of VCCTs. Table 11 provides a detailed summary of recommended best practices for each industry, with an emphasis on how they can address operational challenges, leverage strategic drivers, and deliver measurable impacts. By adopting these best practices, business leaders can enhance the effectiveness of VCCTs and align their implementation with organizational objectives.

In summary, Table 11 outlines best practices tailored to different industries to overcome specific operational challenges and leverage strategic drivers for successful VCCT implementation in SMEs. The recommendations emphasize strategies such as digital training, data analytics, and agile methodologies to improve digital skills, customer satisfaction, and operational efficiency. These best practices align with the systematic review findings, providing practical insights for business leaders to enhance the adoption and impact of VCCTs across diverse sectors.

4.4. Metrics and KPIs for Measuring Performance

To effectively assess the impact of virtual collaboration and communication technologies (VCCTs) on small and medium enterprises (SMEs), industry-specific performance metrics and key performance indicators (KPIs) are essential. These metrics enable organizations to measure progress toward strategic objectives, identify areas for improvement, and ensure alignment with long-term goals. This section outlines the proposed metrics and KPIs for various industries, detailing measurement focus, strategic drivers, expected outcomes, and their relevance to the systematic review findings. Table 12 presents a comprehensive list of metrics and KPIs tailored to different sectors, emphasizing the most critical measurement areas. By prioritizing these metrics, business leaders can ensure that performance evaluations accurately reflect the impact of VCCTs on operational efficiency, employee engagement, and customer satisfaction.

In summary, Table 12 outlines key metrics and KPIs that can help SMEs across various industries measure the performance impact of VCCTs. These metrics focus on areas such as operational efficiency, customer satisfaction, and digital engagement, aligning with the systematic review’s findings on scalability, user engagement, and long-term impacts. Prioritizing these metrics enables organizations to evaluate the effectiveness of technology adoption, optimize their strategies, and achieve sustainable growth.

4.5. Real-World Case Studies Related to the Proposed Systematic Review

This section presents real-world case studies from various industries to illustrate the successful implementation and impact of Virtual Collaboration and Communication Technologies (VCCTs) on Small and Medium Enterprises (SMEs). The selected case studies highlight practical applications, strategic implementations, and outcomes that align with the systematic review’s focus on performance improvements in SMEs. These examples provide insights into how businesses across different sectors leverage VCCTs to enhance operational efficiency, customer engagement, and innovation.

The case studies presented in Table 13 illustrate how SMEs in various industries successfully implemented VCCTs, leading to notable operational improvements. For example, Siemens achieved a significant reduction in unplanned downtime in manufacturing through predictive maintenance, while Walmart’s retail digital transformation enhanced inventory management and customer engagement.

4.6. Proposed Roadmap for SMEs Businesses and Policy Recommendations

To ensure the successful adoption and impact of Virtual Collaboration and Communication Technologies (VCCTs) in Small and Medium Enterprises (SMEs), a structured roadmap and policy recommendations are necessary. This roadmap provides critical steps that SMEs need to follow to achieve optimal digital transformation, while also aligning with relevant policy frameworks. Table 14 outlines the roadmap focus, policy frameworks linked to each industry, and the necessary strategic drivers to achieve expected outcomes. Additionally, it provides timelines for when these steps should be undertaken and how long they are estimated to take, along with the roles of key champions responsible for driving the initiatives within the organization.

In summary, Table 14 provides a structured roadmap for SMEs across various industries, detailing critical steps, policy frameworks, strategic drivers, expected outcomes, and timelines for implementation. The roadmap emphasizes skills development, digital infrastructure, and continuous improvement to align with systematic review findings on operational efficiency, customer satisfaction, and long-term sustainability.

7. Discussion

This section discusses how the systematic review addressed the proposed research questions regarding the impact of Virtual Collaboration and Communication Technologies (VCCTs) on the performance of Small and Medium Enterprises (SMEs). The discussion integrates findings from the study, including statistical insights, practical recommendations, and proposed frameworks for successful implementation. Each research question is answered based on the synthesis of the results, key findings, and relevant literature.

7.1. What are the Primary Performance Improvements Associated with Adopting VCCTs in SMEs?

The systematic review revealed that the most frequently reported performance improvements from adopting VCCTs in SMEs were related to operational efficiency (cited in 68.29% of studies), employee engagement (41.46%), and customer satisfaction (43.9%). These findings suggest that VCCTs primarily enhance business processes by streamlining operations, improving workforce productivity, and fostering better customer interactions. The use of predictive maintenance systems in manufacturing, for instance, led to a 50% reduction in unplanned downtime, while retail cases showed significant sales growth through the integration of omnichannel strategies. The review supports implementing digital skills training, particularly in industries like manufacturing and healthcare, to drive operational efficiency. For example, digital literacy programs for healthcare staff can improve service delivery outcomes. Additionally, the adoption of omnichannel strategies in retail and the use of IoT for inventory management are recommended for improving customer engagement and stock management efficiency. These practices align with the roadmap for SMEs, emphasizing digital skills development and predictive maintenance as priority steps for digital transformation.

7.2. What Factors Influence the Effectiveness of VCCTs in Driving Performance Improvements in SMEs?

Several factors were identified as critical to the successful implementation of VCCTs, including digital skills, organizational culture, and IT infrastructure. The analysis indicated that 41.46% of studies emphasized the need for digital skills, suggesting that employees’ technological competencies significantly impact the success of VCCT implementations. Organizational culture was also found to play a crucial role, as firms with a culture of continuous learning were more likely to realize sustained benefits from digital tools. Additionally, the choice of technology implementation models (cloud-based, on-premises, or hybrid) influenced outcomes, with 36.59% of studies showing a preference for cloud-based solutions due to their scalability and cost-effectiveness. Hybrid models, adopted by 29.27% of studies, were suitable for firms that needed a balance between local control and cloud integration. To optimize the effectiveness of VCCTs, SMEs should focus on creating a supportive organizational culture that encourages innovation and continuous learning. IT infrastructure investments, such as cloud adoption and enhanced network capabilities, are also recommended. The decision-making framework provided in the review outlines five steps to guide SMEs through the VCCT adoption process, ensuring that these factors are systematically addressed to improve outcomes.

7.3. What are the Barriers to Implementing and Utilizing VCCTs in SMEs?

The review identified financial constraints and employee resistance to change as the most significant barriers, appearing in over 30% of the studies. These barriers limit SMEs’ ability to adopt advanced technologies, leading to partial or delayed digital transformation. Financial limitations hinder investments in IT infrastructure, while resistance from employees, often due to inadequate digital skills or fear of job displacement, slows the adoption process. Reporting biases were also evident in the findings, where 63% of studies relied on surveys, introducing potential self-reporting bias. This indicates a need for more diverse research methodologies to capture a broader range of implementation challenges. Addressing these barriers requires a multi-faceted approach, including financial support policies for technology adoption, and training programs aimed at easing employees’ transition to digital tools. The proposed roadmap suggests starting digital skills development initiatives early, along with securing funding for digital projects through government grants or subsidies aligned with national digital strategies.

7.4. What are the Best Practices for SMEs to Maximize the Benefits of VCCTs?

The review proposed several best practices for maximizing the benefits of VCCTs, which were categorized into digital literacy programs, process optimization strategies, and technology alignment. Implementing digital literacy initiatives and fostering a culture of innovation emerged as best practices for industries such as healthcare and education, which face rapid technological changes. In manufacturing and retail, process optimization through predictive maintenance and omnichannel strategies was recommended to achieve cost savings and improve customer experiences. The table on best practices suggests industry-specific approaches for implementing VCCTs, ensuring that SMEs tailor their strategies to their operational needs. For instance, retail firms should integrate social media with e-commerce to boost customer engagement, while healthcare providers should adopt telehealth solutions to expand patient care.

7.5. What are the Long-term Effects of Sustained Use of Virtual Collaboration and Communication Technologies on the Growth and Performance of SMEs?

The review indicated that sustained use of VCCTs led to enhanced business sustainability and competitive advantage, with 46.34% of studies highlighting long-term benefits such as improved resilience and market positioning. SMEs that integrated digital tools into their core operations experienced ongoing performance improvements, including higher employee satisfaction and lower operational costs. However, 12.2% of studies did not specify the long-term impacts, signaling the need for future research to explore how VCCTs can provide sustainable benefits beyond immediate efficiency gains. These findings support the need for a continuous improvement approach that evolves with changing business dynamics. The roadmap emphasizes continuous assessment and optimization as part of the long-term strategy for VCCT adoption. By continuously refining their digital strategies, SMEs can maintain growth and adapt to market shifts. Strategic drivers such as agile methodologies and data-driven decision-making should be incorporated into their operational plans to sustain the benefits of digital transformation over time.

5. Conclusions

This systematic review examined the impact of Virtual Collaboration and Communication Technologies (VCCTs) on the performance of Small and Medium Enterprises (SMEs), focusing on operational efficiency, employee engagement, and customer satisfaction. By synthesizing findings from 41 studies published between 2014 and 2024, this review provided a comprehensive understanding of the factors influencing VCCT effectiveness, barriers to implementation, best practices, and long-term outcomes for SMEs. The findings demonstrated that VCCTs offer significant performance improvements for SMEs, with operational efficiency cited in 68.29% of studies, indicating it as the most prominent benefit. The use of digital tools facilitated better process optimization, resource management, and workforce productivity, contributing to enhanced business outcomes. Employee engagement (41.46%) and customer satisfaction (43.9%) were also prominent improvements linked to VCCT adoption, underscoring the role of digital transformation in shaping stakeholder experiences. Factors such as digital skills, organizational culture, and IT infrastructure were identified as key enablers of successful VCCT implementation. SMEs that invested in digital literacy programs and fostered a culture of continuous learning were more likely to experience sustained benefits from these technologies. However, barriers including financial constraints and employee resistance hindered wider adoption, highlighting the need for supportive policies and training initiatives. Best practices recommended in this review include industry-specific strategies such as predictive maintenance in manufacturing, telehealth solutions in healthcare, and omnichannel strategies in retail. These approaches ensure that SMEs can tailor their digital transformation efforts to their unique operational needs, thereby maximizing the impact of VCCTs. Long-term, sustained use of VCCTs was associated with enhanced business sustainability (46.34%) and competitive advantage (41.46%), demonstrating that digital transformation is not merely a short-term solution but a strategic imperative for growth. SMEs that continuously optimize their digital tools and processes can achieve resilience and maintain market competitiveness.

At large, this review highlights the transformative potential of VCCTs in SMEs, while also acknowledging the challenges and complexities of digital adoption. Future research should focus on developing frameworks that integrate cost-efficiency, sustainability, and innovation to guide SMEs in leveraging VCCTs for long-term success. Additionally, there is a need for more diverse research methodologies to capture the varied experiences of SMEs across different economic contexts. The practical recommendations, proposed roadmaps, and decision-making frameworks provided in this review offer a pathway for SMEs to navigate their digital transformation journey, ensuring that they can capitalize on the benefits of VCCTs while addressing the associated challenges.