1. Introduction

2. Materials and Methods

2.4. Selection Process

The selection process involved three researchers (OB, SE, SD, BA) working collaboratively to ensure a thorough and consistent evaluation of the research papers. All three researchers independently reviewed the introductions and abstracts of eighty papers identified from the search. Any discrepancies in their selections were discussed collectively until an agreement was reached. If disagreements persisted, further discussion was held with the third researcher (SD) providing the final decision on whether a paper should proceed to full-text evaluation. Following this initial screening, two researchers (OB, SE, SD) independently assessed the full-text articles against the inclusion criteria. As with the previous stage, any disagreements were resolved through discussion, with the third researcher (BA) consulting when necessary to make the final decision on inclusion or exclusion. This structured and collaborative approach was designed to ensure that the selection process was both comprehensive and objective.

Figure 2. Selection Process diagram.

Figure 2. Selection Process diagram.

2.6. Data Items

2.6.1. Data Collection Method

The records series examined several critical effects of IT strategic planning in SMEs, categorizing them into distinct domains relevant to the study’s objectives. Strategic Planning Effectiveness focuses on evaluating the overall success of IT strategic planning within SMEs. This domain includes metrics such as alignment with business objectives, success in implementation, and the perceived value of IT strategies. These measures help assess how well IT initiatives are integrated into organizational goals and their impact on achieving desired outcomes. Performance Metrics pertains to operational indicators that reflect the improvements brought about by IT strategic planning. This includes enhancements in productivity, cost reductions, and sales growth resulting from effective IT strategy execution. These metrics offer insight into how IT investments translate into tangible business benefits. Technology Adoption and Utilization explores how effectively SMEs are incorporating recent technologies into their IT strategies. It encompasses adoption rates, usage patterns, and the integration of these technologies into business processes. This domain helps assess the efficiency and impact of technological advancements on organizational operations. Employee and Stakeholder Satisfaction evaluates the effects of IT systems and strategies on employee satisfaction and stakeholder perceptions. This includes assessing how IT initiatives influence employee contentment and the overall perception of IT’s contribution to business performance. Understanding these outcomes is crucial for gauging the broader impact of IT strategic planning on organizational dynamics and stakeholder relationships.

Figure 4. Proposed Data Items Process.

Figure 4. Proposed Data Items Process.

The time frame for size varies with a choice for records overlaying periods from six months to several years to size both brief period and long-term effects. In the statistics series method, we sought all consequences like-minded with every results area from the protected studies. When more than one effect had been to be had in-side an outcome area, we decided on those who furnished the maximum complete and applicable statistics. This selection turned into based on predefined criteria which include methodological rigour, relevance to the results area, and the presence of a couple of measures or time factors. No modifications were made to the inclusion or definition of results domains when they were installed, making sure consistency throughout the review. Similarly, no modifications have been made to the approaches used to choose outcomes within the eligible results domains. The number one focus was on vital effects that at once impact knowledge of IT strategic planning effect on SMEs performance. This approach became guided by using the core effects identified in the initial evaluation protocol and was aimed at offering a clean, proof-based evaluation of IT strategic planning’s effect on SMEs.

2.6.2. Variable Data Collection

Data for this study was systematically collected and is detailed in Table 5. The Report includes information on the author, year of publication, and the source of publication. This provides a comprehensive view of the origins of the research and its scholarly context. The Study encompasses various characteristics of the SMEs involved, such as their size (measured by number of employees and revenue), industry sector, geographical location, and ownership structure. These details offer insight into the scope and context of the study’s subject matter. The Participants section describes the SMEs’ characteristics, including their ownership type and industry sector. This information helps to understand the diversity and relevance of the participant organizations. The Intervention details the IT strategic planning practices employed, including specific frameworks or methodologies used, the tools or software implemented, the duration of the implementation process, and the parties responsible for executing the planning. Funding Sources identifies any external funding or grants received for IT strategic planning, which is crucial for understanding potential influences on the study’s scope and outcomes. The Research Design and Features section outlines the study design type (whether randomized or non-randomized), sample size, the methodology used to assess the impact of IT strategic planning, and the performance metrics applied. Assumptions about Missing or Unclear Information includes any assumptions made regarding SME characteristics or implementation details in instances where specific information was unavailable. Tools Used describes the data collection tools or frameworks employed to guide data recording, including any standardized forms or assessments related to conflicts of interest.

2.8. Effect Measures

To assess the impact of IT strategic planning on SME performance, we employed various effect measures to evaluate the outcomes across the selected studies. For dichotomous outcomes, we analyzed the distribution of studies by geographic focus, which indicated a regional variation with 40% of the studies conducted in developed countries and 60% in developing countries. This provided a comparative perspective on how geographic location might influence the effectiveness of IT strategies. For continuous data, we evaluated business performance metrics such as operational efficiency, revenue growth, and cost savings. We also examined organizational outcomes, including employee satisfaction and customer satisfaction, to measure the impact of IT strategies. The standardized mean difference (SMD) was used to compare the magnitude of change in these performance metrics across different studies, allowing us to account for variations in measurement scales and enabling a consistent synthesis of results. These effect measures were utilized to aggregate data from multiple studies, offering a clearer understanding of the overall impact of IT strategic planning on SME performance. The interpretation of these measures was contextualized within the specific outcomes being evaluated, ensuring that the findings were meaningful and applicable to real-world scenarios faced by SMEs.

Figure 6. Effect Measures of Assessing the Impact of IT Strategic Planning Processes on SMEs.

Figure 6. Effect Measures of Assessing the Impact of IT Strategic Planning Processes on SMEs.

2.9. Synthesis Methods

The results of the selected studies were organized into clear, structured tables and graphical formats. This approach allowed for easy identification of trends and differences, helping to present the findings in a way that was both transparent and accessible. The use of visual tools made it easier to interpret the overall impact of IT strategic planning on SME performance. To combine the data from the different studies, statistical models like fixed-effects and random-effects meta-analyses were applied. These models were selected based on the variation in the results (heterogeneity) and helped to summarize the overall effect of IT strategic planning on SMEs. The choice of models ensured that the conclusions drawn from the studies were both reliable and accurate. To explore the reasons behind differing outcomes across studies, techniques such as subgroup analysis and meta-regression were used. These methods examined factors like company size, geographical location, and industry sector to determine how they influenced the effectiveness of IT strategic planning. This step was crucial in identifying any patterns or sources of variability. Finally, sensitivity analysis was conducted to verify the strength of the synthesized results. This involved evaluating the impact of excluding certain studies with higher risks of bias and comparing different analytical models. The robustness check ensured that the final conclusions were not overly influenced by any single factor or study, maintaining the credibility of the review.

Figure 7. Synthesis Methods.

Figure 7. Synthesis Methods.

3. Results

3.1. Study Selection

The study selection process was conducted as outlined in the following steps. A total of 18,054 records were identified from various data sources, including Google Scholar (n = 17,100), SCOPUS (n = 401), and Web of Science (n = 553). These records were screened for relevance based on their abstracts, resulting in 17,974 exclusions due to irrelevance to the research topic. This left eighty reports for further review, all of which were successfully retrieved, with none lost in the retrieval process. All eighty reports were assessed for eligibility, and none were excluded based on the established exclusion criteria, ensuring that all eighty reports were included in the final review. The breakdown of the included studies is as follows: 72.50% journal articles, 15.00% conference papers, 5.00% book chapters, 5.00% dissertations, and 2.50% theses. This thorough and methodical selection process ensured that the studies reviewed were aligned with the research objectives and met the inclusion criteria, offering a robust dataset for analysis.

Figure 7. Proposed PRISMA Flowchart.

Figure 7. Proposed PRISMA Flowchart.

Figure 8. Distribution of Online Database.

Figure 8. Distribution of Online Database.

3.2. Study Characteristics

Eighty research papers on “The Impact of IT Strategic Planning Process on SMEs Performance” were published between 2014 and 2024. The data indicates a steady increase in publications, with significant peaks in 2019 and 2021. The distribution of publication types includes 72.50% journal articles, 15.00% conference papers, 5.00% book chapters, 5.00% dissertations, and 2.50% theses. Journal articles dominate as the primary means of disseminating research, underlining the critical role of peer-reviewed journals in shaping this field. In terms of yearly publication trends, 2019 had the highest number of publications with twelve papers, followed closely by 2021 and 2022, each with eleven papers. Interest in the topic persisted in 2024, with eight publications. The lowest number of papers was recorded in 2015, with just one publication. This distribution suggests growing attention to IT strategic planning processes and their impact on SMEs, particularly in recent years. The dominance of journal articles as the primary research source highlights their significant contribution to academic discussion. Conference papers also play an important role, while book chapters, dissertations, and these are less common. These trends reflect increasing scholarly interest and evolving perspectives on how IT strategic planning influences SMEs’ performance over the past decade.

Figure 9. Research Papers Published by Year.

Figure 9. Research Papers Published by Year.

Figure 10. Research Type Indication.

Figure 10. Research Type Indication.

Table 9. Research Works by Published Year.

Table 9. Research Works by Published Year.

Published Year	Book Chapter	Conference Paper	Journal	Dissertation	Thesis
2014	1	1	2	0	0
2015	0	0	1	0	0
2016	1	0	7	0	0
2017	0	1	4	0	0
2018	0	0	4	0	0
2019	0	6	5	1	0
2020	0	2	7	0	0
2021	1	0	9	0	1
2022	0	2	6	2	1
2023	0	0	7	0	0
2024	1	0	6	1	0

Eighty research papers were published between 2014 and 2024, revealing a steady increase in academic interest, with notable peaks in 2019 and 2021. The types of publications were distributed as follows: 72.50% journal articles, 15.00% conference papers, 5.00% book chapters, 5.00% dissertations, and 2.50% theses. Journal articles were the dominant form of research dissemination, emphasizing the importance of peer-reviewed journals in advancing the understanding of how IT strategic planning affects SME performance. Yearly publication trends indicate that 2019 had the highest number of publications, with twelve papers, followed by 2021 and 2022, each with eleven papers. Interest in the topic continued in 2024, with eight papers published. The fewest publications occurred in 2015, with only one paper. This pattern suggests a growing recognition of the critical role IT strategic planning plays in improving SMEs’ competitiveness and operational efficiency, particularly in recent years. Journal articles being the predominant source highlights their significant role in contributing to ongoing academic discourse. While conference papers also provide meaningful contributions, book chapters, dissertations, and these are less prevalent. These trends reflect increasing scholarly engagement with the topic, highlighting how IT strategic planning has become a key factor in driving SME performance over the past decade.

Figure 11. Geographical Distribution of Research Papers.

Figure 11. Geographical Distribution of Research Papers.

In reviewing eighty papers on the Impact of IT Strategic Planning on the Performance of Small and Medium-Sized Enterprises (SMEs), the research sample sizes varied across studies, with many focusing on SMEs from different industries and regions. The long-term impacts of IT strategic planning on SMEs were consistently highlighted, showing that enterprises that effectively integrated IT into their strategic planning processes experienced enhanced operational efficiency, improved decision-making capabilities, and greater adaptability to market changes. The studies also demonstrated that IT strategic planning contributes to long-term sustainability by enabling SMEs to scale their operations, streamline workflows, and foster innovation. Additionally, IT planning improved customer service and supply chain management, directly influencing profitability and competitiveness. Key contributions of the reviewed studies emphasized the importance of aligning IT strategies with business goals, suggesting that SMEs that prioritize IT in their overall strategy outperform those that adopt an ad-hoc approach. The research also recognized challenges, such as resource constraints and lack of expertise, but provided actionable insights into how SMEs can overcome these obstacles to leverage IT for business growth and sustainability in the long run.

3.3. Risk of Bias in Studies

Table 10 presents an assessment of risk of bias using the Newcastle-Ottawa Scale, which evaluates studies based on three critical domains: Selection, Comparability, and Outcome/Exposure, with a maximum achievable score of 9 stars. The Selection domain, awarding up to four stars, assesses the methods used for participant selection and allocation. Higher scores in this domain indicate more rigorous selection processes, which reduce the risk of selection bias. The Comparability domain, which can earn up to two stars, evaluates the extent to which studies control confounding variables. A higher score in this domain reflects better control and minimizes potential confounding bias. The Outcome/Exposure domain, with a maximum of three stars, assesses the reliability and validity of outcome or exposure measurements. Higher scores indicate more accurate and reliable assessments, reducing the risk of detection bias. The overall quality of a study is determined by its total score, with a score of 8 or 9 stars categorized as High Quality, indicating robust methodological practices and minimal bias. A score of 6 or 7 stars is categorized as Moderate Quality, suggesting some methodological concerns but reliable results. This scale provides a comprehensive evaluation of each study’s risk of bias and overall methodological quality.

Table 10. Evaluation of each Paper.

Table 10. Evaluation of each Paper.

Study	Sample Size	Long Term impacts on SMEs	Contribution
[43]	245	-	Study in Pakistan shows that IT strategic planning with a focus on goal setting, resource allocation, and risk management enhances alignment with business goals and resource efficiency; mixed methods with 245 samples demonstrates significant improvements in project success rates.
[44]	235	-	Research in Yemen highlights that strategic thinking and planning, along with human capital, mediate the relationship between strategic innovation and SME performance; quantitative study with 235 samples reveals improvements in strategic alignment.
[45]	232	-	Study in Kenya finds that effective risk management in IT strategic planning improves alignment with business goals and resource efficiency; quantitative approach with 232 samples underscores its impact on project success.
[46]	612	Competitive advantage	Analysis in Germany demonstrates that IT strategic planning focusing on resource allocation drives operational efficiency, revenue growth, and cost savings; quantitative study with 612 samples emphasizes the achievement of competitive advantage.
[47]	390	Competitive advantage	Research in Indonesia shows that strategic orientation and resource allocation contribute to competitive advantage; quantitative study with 390 samples highlights the importance of goal setting in SME performance.
[48]	-	Business sustainability	Study in Greece reveals that IT strategic planning incorporating goal setting, resource allocation, and risk management improves operational efficiency and cost savings; quantitative approach with 294 samples also highlights positive impacts on employee and customer satisfaction.
[49]	294	Competitive advantage	Greek study finds that IT strategic planning enhances alignment with business goals; quantitative study with 160 samples focuses on achieving competitive advantage with limited additional performance metrics.
[50]	160	-	Research in Indonesia emphasizes that integrating entrepreneurship orientation, IT, and strategic planning enhances competitive advantage and operational efficiency; quantitative study with 132 samples shows improvements in employee and customer satisfaction.
[51]	132	Competitive advantage	Study in Greece explores dimensions of success and performance in IT strategic planning; quantitative approach with two samples highlights the alignment with business goals and resource efficiency, though the limited sample size may affect generalizability.
[52]	-	Competitive advantage	Enhancing alignment with business goals and resource efficiency in Indonesian SMEs leads to increased operational efficiency, revenue growth, and cost savings, while improving employee and customer satisfaction.
[53]	55	Competitive advantage	Effective goal setting and resource allocation in Greece contribute to improved project success rates and competitive advantage through better alignment with business goals.
[54]	-	Business sustainability, Competitive advantage	Strategic planning in South Africa positively impacts SME performance by improving alignment with business goals and resource efficiency, fostering competitive advantage.
[55]	294	Business sustainability	Comprehensive IT strategic planning in Greece boosts business sustainability and competitive advantage by enhancing alignment with business goals and resource efficiency.
[56]	-	Business sustainability	The development of IT strategy frameworks in Germany improves alignment with business goals, operational efficiency, and cost savings, supporting long-term business sustainability.
[57]	-	Competitive advantage	Identifying critical factors in Greece’s IT strategic planning phases contributes to business sustainability by focusing on goal setting and resource allocation.
[58]	150	Business sustainability	In the USA, hybrid IT strategy models that incorporate risk management and resource efficiency lead to revenue growth and customer satisfaction, contributing to business sustainability.
[59]	100	Competitive advantage	The application of TOGAF in South Africa enhances project success rates and cost savings, leading to increased employee satisfaction and competitive advantage.
[60]	-	Business sustainability, Competitive advantage	The framework in Indonesia improves alignment with business goals and operational efficiency while supporting cost savings and competitive advantage through effective IT strategy development.
[61]	160	Business sustainability	Evaluating IT alignment and performance in Greece shows that goal setting and resource allocation improve operational efficiency and cost savings, contributing to business sustainability.
[62]	-	Business sustainability, Competitive advantage	The empirical study in Malaysia identifies success factors and barriers in IT implementation, supporting business sustainability and competitive advantage through effective resource allocation.
[63]	-	-	Exploring strategy implementation in agritourism SMEs in Greece reveals the use of information systems for better strategic outcomes, though specific contributions are not detailed.
[64]	-	Business sustainability, Competitive advantage	The framework in Australia demonstrates that aligning IT capabilities with business goals and focusing on project success rates enhance operational efficiency, employee satisfaction, and business sustainability.
[65]	294	Business sustainability	Leveraging artificial neural network models in Greece improves alignment with business goals and resource efficiency, leading to better operational efficiency and competitive advantage.
[66]	-	Business sustainability	Improving business competitiveness in Indonesian public hospitals through strategic IT planning enhances alignment with business goals and operational efficiency.
[67]	-	Competitive advantage	Recommendations for IT strategy in Indonesian IT companies improve alignment with business goals and resource efficiency, supporting long-term business sustainability.
[68]	-	Business sustainability	External environmental scanning in Malaysian SMEs enhances alignment with business goals, contributing to business sustainability
[69]	106	Business sustainability	Study in Croatia highlights that goal setting and resource allocation in IT strategic planning improve alignment with business goals, resource efficiency, and project success rates; quantitative approach with 106 samples validates the impact on SME performance.
[70]	130	Competitive advantage	Research in Ecuador shows that integrating goal setting, resource allocation, and risk management enhances alignment with business goals and project success rates; qualitative study with 130 samples highlights resource efficiency.
[71]	200	Competitive advantage	Study in Ghana reveals that goal setting in IT strategic planning positively affects alignment with business goals and project success rates; qualitative approach with two hundred samples emphasizes resource efficiency.
[72]	223	Competitive advantage	Analysis in Canada demonstrates that risk management in IT strategic planning supports alignment with business goals, resource efficiency, and project success rates; qualitative study with 223 samples emphasizes its impact on SME performance.
[73]	150	Business sustainability	Research in Peru highlights that risk management in IT strategic planning contributes to alignment with business goals and project success rates; qualitative approach with 150 samples supports resource efficiency.
[74]	25	Competitive advantage	Study in South Africa shows that risk management in IT strategic planning enhances alignment with business goals and project success rates; qualitative study with twenty-five samples emphasizes resource efficiency.
[75]	160	Competitive advantage	Research in Greece highlights that goal setting, resource allocation, and risk management contribute to alignment with business goals, resource efficiency, project success rates, operational efficiency, revenue growth, cost savings, employee satisfaction, business sustainability, and competitive advantage; quantitative study with 160 samples.
[76]	-	Business sustainability, Competitive advantage	Study in Greece explores strategic alignment and information systems success, emphasizing employee satisfaction; quantitative approach with unspecified samples.
[77]	23	Business sustainability, Competitive advantage	Research in the USA shows that goal setting, resource allocation, and risk management in IT strategic planning improve alignment with business goals, resource efficiency, project success rates, operational efficiency, customer satisfaction, and competitive advantage; qualitative study with twenty-three samples.
[78]	150	Competitive advantage	Study in Canada highlights that goal setting, resource allocation, and risk management in IT strategic planning enhance alignment with business goals, resource efficiency, operational efficiency, revenue growth, employee satisfaction, customer satisfaction, business sustainability, and competitive advantage; mixed methods with 150 samples.
[79]	214	Competitive advantage	Analysis in China reveals that goal setting, resource allocation, and risk management in IT strategic planning drive alignment with business goals, resource efficiency, customer satisfaction, and competitive advantage; mixed methods with 214 samples.
[80]	588	Competitive advantage	Research in Canada highlights that goal setting, resource allocation, and risk management in IT strategic planning contribute to alignment with business goals, resource efficiency, project success rates, and competitive advantage; quantitative study with 588 samples.
[81]	-	Competitive advantage	Study in South Korea emphasizes goal setting and risk management in IT strategic planning, leading to alignment with business goals, resource efficiency, project success rates, operational efficiency, cost savings, customer satisfaction, and competitive advantage; qualitative approach with unspecified samples.
[82]	250	Competitive advantage	Research in South Korea shows that goal setting, resource allocation, and risk management in IT strategic planning enhance alignment with business goals, resource efficiency, project success rates, operational efficiency, revenue growth, employee satisfaction, business sustainability, and competitive advantage; quantitative study with 250 samples.
[83]	100	Business sustainability	Study in Egypt highlights that goal setting, resource allocation, and risk management in IT strategic planning improve alignment with business goals, resource efficiency, operational efficiency, revenue growth, employee satisfaction, business sustainability, and competitive advantage; quantitative approach with one hundred samples.
[84]	164	Competitive advantage	Research in Malaysia reveals that goal setting, resource allocation, and risk management in IT strategic planning support alignment with business goals, resource efficiency, project success rates, and operational efficiency; mixed methods with 164 samples.
[85]	294	Business sustainability, Competitive advantage	Study in Greece demonstrates that goal setting, resource allocation, and risk management contribute to alignment with business goals, resource efficiency, project success rates, operational efficiency, revenue growth, and competitive advantage; quantitative study with 294 samples.
[86]	-	Competitive advantage	Research in Italy highlights that goal setting, resource allocation, and risk management in IT strategic planning led to alignment with business goals, resource efficiency, project success rates, and competitive advantage; quantitative approach with unspecified samples.
[87]	588	Competitive advantage	Study in Canada shows that goal setting and resource allocation in IT strategic planning enhance alignment with business goals, resource efficiency, project success rates, customer satisfaction, and competitive advantage; quantitative study with 588 samples.
[88]	132	Competitive advantage	Research in China reveals that goal setting and resource allocation in IT strategic planning drive alignment with business goals, resource efficiency, project success rates, operational efficiency, revenue growth, employee satisfaction, and competitive advantage; quantitative study with 132 samples.
[89]	75	Business sustainability, Competitive advantage	Analysis in Ethiopia highlight’s goal setting, resource allocation, and risk management in IT strategic planning, supporting alignment with business goals, resource efficiency, project success rates, operational efficiency, revenue growth, employee satisfaction, and business sustainability; mixed methods with seventy-five samples.
[90]	206	Competitive Advantage, Long-term Sustainability	Study in Canada shows that resource allocation in IT strategic planning improves alignment with business goals and resource efficiency; mixed methods with 206 samples
[91]	-	Business sustainability, Competitive Advantage	Analysis in South Africa shows that goal setting, resource allocation, and risk management in IT governance contribute to alignment with business goals, improved operational efficiency, cost savings, employee satisfaction, and business sustainability; qualitative study.
[92]	4	Effective IT Management	Study in Canada reveals that goal setting and resource allocation enhance alignment with business goals, project success rates, and operational efficiency, leading to competitive advantage; qualitative study with four samples.
[93]	315	Effective IT Governance Practices, Differences by Firm Size and Location	Analysis in Oman indicates that goal setting and resource allocation in IT strategic planning improve alignment with business goals, resource efficiency, and project success rates, leading to operational efficiency, customer satisfaction, and competitive advantage; mixed methods with 315 samples.
[94]	-	SME IT Governance Baseline	Study in the USA shows that goal setting, resource allocation, and risk management in IT strategic planning support alignment with business goals, improving operational efficiency and revenue growth, enhancing competitive advantage; qualitative study.
[95]		Enhances theories of knowledge management and organizational innovations	Study in Saudi Arabia demonstrates that goal setting and resource allocation enhance alignment with business goals and resource efficiency, supporting business sustainability and competitive advantage; qualitative study.
[96]	-	Strategic Alignment, Competitive Advantage	Analysis in Denver, USA reveals that goal setting, resource allocation, and risk management in IT governance improve IT-business alignment, governance effectiveness, and risk mitigation, leading to operational efficiency and competitive advantage; qualitative study.
[97]	-	Enhanced operational efficiency	Study in Slovenia highlights that goal setting, resource allocation, and risk management in IT governance enhance alignment with business goals, leading to operational efficiency, cost savings, and competitive advantage; qualitative study.
[98]	-	Competitive advantage, sustainability	Research in Brazil shows that goal setting, resource allocation, and risk management in IT governance mechanisms contribute to effective IT management, operational efficiency, and employee satisfaction; qualitative study.
[99]	67	Competitive Advantage, Innovation	Study in South Africa reveals that IT strategic investments, roles, and responsibilities in IT governance improve IT management and effectiveness, with differences noted by firm size and location; qualitative study with sixty-seven samples.
[100]	-	Enhanced IT Governance, Strategic Alignment	Analysis in the UK shows that IT governance frameworks contribute to the development of digital capabilities and firm innovation, enhancing overall firm performance; mixed methods study.
[101]	100	Business sustainability	Research in the UK reveals that IT strategic planning incorporating goal setting, resource allocation, and risk management improves operational efficiency, revenue growth, and employee satisfaction; quantitative study with one hundred samples demonstrates alignment with business goals.
[102]	50	Competitive advantage	Study in South Korea highlights that goal setting and resource allocation in IT strategic planning drive project success rates, revenue growth, and customer satisfaction; qualitative approach with fifty samples emphasizes alignment with business goals.
[103]	75	Business sustainability	Analysis in the UK shows that goal setting and risk management in IT strategic planning enhance alignment with business goals, operational efficiency, and revenue growth; mixed methods with seventy-five samples highlight employee satisfaction.
[104]	40	Competitive advantage	Research in Tunisia demonstrates that resource allocation and risk management in IT strategic planning contribute to cost savings and employee satisfaction; qualitative study with forty samples supports resource efficiency.
[105]	120	Competitive advantage	Study in Canada reveals that goal setting and risk management in IT strategic planning improve project success rates, operational efficiency, and revenue growth; quantitative study with 120 samples highlights customer satisfaction.
[106]	150	Competitive advantage	Research in Zimbabwe shows that goal setting and resource allocation in IT strategic planning enhance alignment with business goals and employee satisfaction; quantitative approach with 150 samples emphasizes revenue growth.
[107]	50	Business sustainability	Study in Taiwan highlights that goal setting and resource allocation in IT strategic planning contribute to alignment with business goals, operational efficiency, and revenue growth; quantitative approach with fifty samples supports customer satisfaction.
[108]	100	Business sustainability	Analysis in the UK demonstrates that goal setting and resource allocation in IT strategic planning improve alignment with business goals, project success rates, and revenue growth; quantitative study with one hundred samples.
[109]	50	Competitive advantage	Research in the USA shows that goal setting and resource allocation in IT strategic planning enhance alignment with business goals, project success rates, and operational efficiency; mixed methods with fifty samples highlight employee satisfaction.
[110]	10	Competitive advantage	Study in the UK reveals that goal setting and resource allocation in IT strategic planning contribute to revenue growth, cost savings, and employee satisfaction; qualitative approach with ten samples emphasizes alignment with business goals.
[111]	50	Competitive advantage	Research in Canada highlights that goal setting and resource allocation in IT strategic planning improve alignment with business goals and project success rates; quantitative study with fifty samples supports customer satisfaction.
[112]	8	Competitive advantage	Analysis in the UK shows that goal setting, resource allocation, and risk management in IT strategic planning drive revenue growth and employee satisfaction; qualitative study with eight samples emphasizes alignment with business goals.
[113]	120	Business sustainability, Competitive advantage	Study in the UK reveals that goal setting and resource allocation in IT strategic planning enhance alignment with business goals, operational efficiency, and employee satisfaction; quantitative study with 120 samples.
[114]	80	-	Research in South Korea highlights that goal setting and resource allocation in IT strategic planning improve alignment with business goals, operational efficiency, and employee satisfaction; quantitative study with eighty samples
[115]	150	Competitive advantage	Study in Greece highlights that goal setting and resource allocation in IT strategic planning improve alignment with business goals, resource efficiency, project success rates, revenue growth, customer satisfaction, and competitive advantage; quantitative study with 150 samples.
[116]	60	Business sustainability, Competitive advantage	Research in the USA shows that goal setting in IT strategic planning enhances alignment with business goals, resource efficiency, operational efficiency, customer satisfaction, and competitive advantage; qualitative study with sixty samples.
[117]	100	Competitive advantage	Study in New Zealand demonstrates that goal setting and resource allocation in IT strategic planning support alignment with business goals, resource efficiency, revenue growth, cost savings, employee satisfaction, and competitive advantage; quantitative approach with one hundred samples.
[118]	85	Competitive advantage	Analysis in Zimbabwe reveals that goal setting and resource allocation in IT strategic planning drive alignment with business goals, resource efficiency, revenue growth, cost savings, employee satisfaction, and competitive advantage; mixed methods with eighty-five samples.
[119]	-	Competitive positioning in the business community	Research in Canada highlights the role of goal setting and risk management in IT governance within steering committees, contributing to employee satisfaction, competitive advantage, and business sustainability; qualitative study.
[120]	80	Business Sustainability	Addressing challenges in IT strategic planning in South Korea with COBIT and cloud-based solutions improves alignment with business goals and operational efficiency, supporting business sustainability.
[121]	50	Business Sustainability	In Australia, focusing on goal setting and resource allocation enhances resource efficiency and revenue growth, contributing to business sustainability.

Table 11. Proposed Risk of Bias Assessment.

Table 11. Proposed Risk of Bias Assessment.

Ref.	Selection (0-4 stars)	Comparability (0-2 stars)	Outcome/Exposure (0-3 stars)	Total Stars	Quality Rating
[68,104,122]	★★	★★	★	5	Low Quality
[44,61,64,71,72,81,83,84,86,88,93,97,100,102,107,111,113,114,116]	★★★	★	★★	6	Medium Quality
[46,48,50,52,54,56,58,60,63,66,69,74,76,78,79,80,85,89,92,98,103,105,108,110,118,121]	★★★	★★	★★	7	Moderate Quality
[47,49,51,53,55,57,59,62,67,75,82,87,90,91,94,95,99,109,115,119,120]	★★★★	★	★★★	8	High Quality
[43,45,65,70,73,77,96,101,106,112,117]	★★★★	★★	★★★	9	High Quality

Figure 13 illustrates the distribution of research design types employed in the studies reviewed. Out of the eighty studies analyzed, surveys are the most frequently utilized research design, appearing in thirty-three instances. This prevalent use of surveys underscores their effectiveness in collecting a broad range of data that can be statistically analyzed, aligning with the trend toward quantitative research approaches. Surveys are particularly useful for gathering standardized responses from a large number of participants, facilitating a comprehensive understanding of various research topics. In contrast, case studies are the second most common design, used in eighteen studies. Case studies offer detailed, contextual insights into specific phenomena, providing a deeper qualitative exploration of individual cases. This approach is valuable for understanding the nuances of situations and generating rich, descriptive data.

Other research designs are less frequently used. Empirical studies appear in fourteen instances, reflecting their role in investigating phenomena through observation and experimentation. Mixed methods, which combine qualitative and quantitative approaches, are present in six studies, indicating a balanced approach to capturing both numerical data and qualitative insights. The remaining designs, including conceptual analysis, cross-sectional, descriptive method, interviews, and longitudinal studies, each have fewer instances, highlighting their more specialized applications. For example, conceptual analysis and interviews each account for only one study, indicating their use in exploring theoretical constructs or obtaining in-depth qualitative information.

Figure 12. Research Design.

Figure 12. Research Design.

The data reveals the various data-gathering techniques used across eighty studies examining the impact of IT strategic planning processes on SMEs’ performance. Surveys were the most frequently employed method, appearing in fifty-three studies, reflecting an emphasis on collecting large-scale quantitative data that allows researchers to identify trends and patterns related to IT strategic planning in SMEs. Interviews were used in nine studies, providing valuable qualitative insights into the experiences and perspectives of individuals involved in IT strategic planning. A mixed-method approach combining interviews and surveys was observed in fourteen studies, indicating that many researchers sought to complement quantitative data with in-depth qualitative information. Additionally, some studies adopted more specialized approaches: one study combined interviews with observations, another used interviews alongside document analysis, and one study integrated surveys, interviews, and document analysis to provide a comprehensive view. Finally, one study combined interviews and observations to capture both verbal and behavioral data. Overall, while surveys were the most used method, the integration of interviews and other techniques highlights the importance of qualitative insights in understanding the impact of IT strategic planning on SMEs’ performance.

Figure 13. Data Collection Methods

Figure 13. Data Collection Methods

3.4. Results of Individual Studies

The data illustrates the distribution of sample sizes used in eighty studies focusing on the impact of IT strategic planning processes on SMEs’ performance. Most of the studies utilized small sample sizes, with twenty-four studies employing samples of 0-100 participants, and 17 studies using 101-200 participants. This preference for smaller sample sizes could be attributed to the challenges of accessing a large number of SMEs for research purposes, as well as the resource constraints often associated with SME-focused studies. In contrast, eleven studies used sample sizes between 201-300 participants, and only 5 studies exceeded 300 participants. Studies with larger sample sizes aimed to increase the generalizability of their findings, though such studies are less common, due to the difficulty in recruiting a larger pool of SMEs willing to participate in research. Additionally, twenty-one studies did not specify their sample sizes, which may indicate incomplete data reporting the use of qualitative methods where sample sizes are not always applicable. Overall, the distribution reflects a tendency toward smaller, more focused studies in this field, while a subset of researchers attempted to broaden their scope by using larger samples.

Figure 14. Sample Size.

Figure 14. Sample Size.

3.5. Results of Syntheses

Figure 16 shows the distribution of these techniques across the eighty studies reviewed. Statistical analysis is the most employed method, appearing in forty-five instances. This dominance reflects the importance of quantitative analysis in evaluating the performance metrics and outcomes associated with IT strategic planning. Statistical techniques are highly valued for their reliability and ability to produce generalizable results, particularly when analyzing large datasets. Thematic analysis follows with twenty-five instances, indicating a significant focus on qualitative research methods. This approach allows for an in-depth exploration of patterns and themes in qualitative data, such as interviews or open-ended survey responses, offering valuable insights into the strategic planning process from a more contextual perspective. Studies employing mixed methods, combining both quantitative and qualitative analyses, account for eight instances. This combination enhances the robustness of the research by integrating the strengths of both statistical rigour and thematic depth. Only two studies did not specify the data analysis technique used, suggesting that most researchers in this field are transparent about their methodologies. The mix of statistical and thematic analysis methods highlights the field’s dual emphasis on quantifiable results and nuanced understanding, providing a comprehensive view of the IT strategic planning process in organizations.

Figure 15. The distribution of Research Analysis Methods Used.

Figure 15. The distribution of Research Analysis Methods Used.

3.6. Reporting Biases

The topic The Impact of IT Strategic Planning Process on SMEs Performance employs various research methodologies. Figure 17 demonstrates that quantitative studies lead the research on IT strategic planning processes, making up 42.5% of the reviewed publications. This high percentage underscores the emphasis on measurable and generalizable data to evaluate performance metrics such as operational efficiency, financial outcomes, and IT-business alignment. Quantitative approaches offer concrete, data-driven insights, which are essential for decision-makers aiming to optimize IT strategies within their organizations. Following this, qualitative studies represent 31.25% of the total, focusing on in-depth understanding and contextual insights into how IT strategic planning is implemented and its nuanced impacts on organizational performance. These studies provide rich, detailed perspectives that help explain underlying factors affecting strategic outcomes, although their findings may not be as easily generalizable. Mixed-methods research comprises 26.25%, reflecting a growing trend toward combining both quantitative and qualitative approaches. This integration allows for a more comprehensive analysis, where statistical data is supported by contextual insights, offering a fuller understanding of the IT strategic planning process in different organizational contexts. Together, these methodologies provide a balanced approach to studying IT strategic planning, with quantitative research leading, followed by significant contributions from qualitative and mixed-methods studies.

Figure 16. Type of study.

Figure 16. Type of study.

3.7. Certainty of Evidence

Figure 17 reveals that cloud-based solutions account for 11.25% of the studies reviewed. The appeal of cloud-based services lies in their cost efficiency, scalability, and ease of access to advanced technologies. These services allow SMEs to minimize upfront investments and leverage flexible, pay-as-you-go models, which are ideal for organizations with variable resource needs. The ease of updates and maintenance provided by cloud vendors further reduces the IT burden on SMEs, allowing them to focus on business-critical functions while still benefiting from innovative IT infrastructure. Hybrid solutions, combining both cloud and on-premises resources, constitute 17.5% of the studies. Although hybrid models offer a balanced approach by providing control over sensitive data and the scalability of cloud resources, their complexity and higher operational costs make them less attractive to many SMEs. On-premises solutions, making up only 8.75% of the total, are less favoured. The significant upfront investment and the need for ongoing maintenance make these systems more suitable for larger organizations with dedicated IT staff and budgets. For most SMEs, these factors make on-premises deployments a less appealing option compared to more flexible cloud or hybrid solutions.

Interestingly, 60% of the studies did not specify the technology deployment model. This could be due to a focus on more abstract discussions of IT governance and strategy, rather than specific technological implementations. Additionally, 1.25% of the studies mention on-premises alongside mixed methods approaches. Overall, the trend suggests a growing preference for cloud-based and hybrid solutions, driven by their adaptability and cost-effectiveness.

Figure 17. Implementation of Technology.

Figure 17. Implementation of Technology.

4. Discussion

Q1. How does integrating IT strategic planning with business methods impact SMEs’ operational performance?

Q2. What are the significant challenges faced by SMEs in incorporating IT strategic planning, and what techniques can be employed to overcome these obstacles?

Q3. How does the resource constraint of SMEs affect the efficacy of IT strategic planning, and what resource optimization techniques can be employed?

Q4. What roles do external factors such as market dynamics, regulatory adjustments, and technological advancements play in shaping the IT strategic planning process of SMEs?

Q5. How do SMEs measure the success of their IT strategic planning efforts, and what metrics or frameworks are best for this evaluation?

4. Practical Recommendations

Table 12. Proposed Framework for IT Strategic Planning in SMEs.

Table 13. Real-World Case Studies of IT Strategic Planning in SMEs.

5. Conclusions

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