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Strategic Financial Management for Smes Operating Across Jurisdictions

Tatyana Tabisheva

Independent Researcher, Miami, Florida, USA

Abstract: The finance of small and medium-sized enterprises (SMEs) that conduct business in a wide range of jurisdictions is deeply affected by a complicated combination of various regulatory regimes, financial turmoil, and the imbalance of access to capital. The article contains a comprehensive analysis of strategic financial management techniques involving SMEs in particular, cross-jurisdiction, in a specific and to a great extent financial literacy promotion among owners and managers, popularizing fintech solutions, employing practices of strategic management accounting (SMA), obtaining alternative funds as a source of financing, and utilizing artificial intelligence (AI)-related analytics at the decision-making level. Based on an in-depth research of the latest academic literature, practitioner reports, and industry insights, the research explains the overall effectiveness of these strategies in enhancing the SME resilience, compliance with multiple regulatory regulations, and the ability to sustain in terms of long-term growth. Pragmatic suggestions are made, such as the standardization of financial reporting practices in an effort to simplify compliance, the strategic use of digital instruments in order to increase the efficiency of operations, as well as the development of cross-border relationships in order to avoid the maze of possible challenges that the financial environment of foreign markets may present.

Keywords: SMEs, strategic financial management, cross-jurisdictional operations, financial literacy, FinTech, strategic management accounting

Received July 16, 2025; Revised August 18, 2025; Accepted August 26, 2025

Citation: Tatyana Tabisheva, Strategic Financial Management for Smes Operating Across Jurisdictions. International Journal of Econometrics and Financial Management, 12 (1). 1-9. January 2025. doi:10.12691/ijefm-12-1-1

1. Introduction

Small and medium-sized enterprises (SMEs) are the pillars of the world economic system as these are coronary institutions of creation of employment, innovation, and productivity in terms of economic indicators in both developed and developing economies. Ndiaye et al. [1] observe that in emerging economies, SMEs contribute to a large amount of business activity since they sometimes take over 60 percent of employment and a considerable percentage of GDP, such as in India and Kenya. Nonetheless, as these businesses expand their operations to other jurisdictions, they are faced with multifaceted financial environment that is characterized by wide range of regulatory environments, economic fluctuations, and uneven financial resource availability. As an example, an SME with its operations in Southeast Asia based in the European Union, it will not only need to adhere to the highly restrictive General Data Protection Regulation (GDPR) context in the region, but will also have to work through less strict financial reporting standards, such as in the case of Vietnam [2]. The necessity to withstand such challenges requires a strong dynamic strategy of financial management that will make it convenient to comply with financial concerns, prevent dangers like currency fluctuations and market volatility, and maintain growth patterns in the long run.

This article explores in detail some of the fundamental strategies that can empower the cross-jurisdictional SMEs to succeed in this very challenging environment. Some of these strategies include systematic development of financial literacy skills of owners and managers to increase their decision-making abilities, the active acquisition of new digital finance solutions like fintech, strategic development and employing management accounting techniques to streamline operations, and seeking financing mix to be less reliant on a sole source of funding [3,4]. As an example, the use of legal and financial differences across jurisdictions will greatly determine the capacity of SMEs to access funds.According to Wang et al. [2], SMEs in the legal environments with developed legal systems, like Singapore, can apply more hassle-free and affordable credit products, but due to a poorly developed legal system, the SMEs in jurisdictions that lack such frameworks, such as parts of sub-Saharan Africa, usually obtain informal high-interest loans. This picture is further supported by the unstable economic conditions with the continuously fluctuating exchange rates and increasing compliance costs bringing some existential issues to the existence of SMEs [5]. Financial literacy, in its turn, helps the SME leaders to adjust to these regulatory models, providing increased resilience within an organization [6,7].

Additionally, the combination of fintech and AI-powered analytics provides the opportunity of a transformational change, presenting SMEs with the potential to automate cross border payments, decrease operational expenditures based on real-time data identification, and optimize the decision-making processes regarding strategy [4,8]. As an example, a Kenyan SME that adopts mobile payment systems such as M-Pesa can easily manage cross East African borders cash flows, and AI tools enable real-time prediction of regulation changes so that a company will be in compliance. Through these combined strategies, it can be understood that through this paper an effective, workable model will be presented to help SMEs overcome the financial issues brought by globalization. This is ultimately aimed at having such enterprises stay competitive, compliant in meeting various needs, and resilient to the international business environment that is becoming increasingly dynamic and diverse, and to the long-term survival and economic contribution of an enterprise.

2. Literature Review

2.1. Strategic Financial Management for Cross-Jurisdictional SMEs

Small and medium sized enterprises (SMEs) cannot be ignored in the economic fabric of the world because they are the engines to job creation, technological innovation, and increasing GDP in the broad-based economy. It is important to note that SMEs in Latin countries like Brazil and South Africa generate more than 50 percent of employment, which means that they play a crucial role [1]. Nonetheless, financial management of SMEs with operations in several jurisdictions is fraught with many challenges due to the discrepancies in regulatory environment, lack of economic stability, and unequal access to financial markets and resources. As an illustration, when an SME is moving out of Canada to Mexico, it will need to deal with tax regulations, labor policies, and financial reporting regulations, not to mention currency exchange risks [2]. Strategic financial management practices such as the need to enhance financial literacy of the populace, utilisation of the fintech innovations, adopting the strategic management accounting and diversification of sources of finance have taken center stage in ensuring the development of resilience of financial systems; enhancement of regulatory compliance; and sustainable growth of financial systems as a reaction to the above challenges [3,4]. This side of the paper draws upon an immense body of more recent research that allows to get a fine-grained and nuanced picture of these practices and its implications on SME performance in cross-jurisdictional settings.

2.2. Financial Literacy and SMEs Performance

Financial literacy is one of the key pillars of the SME that facilitates cross-jurisdictional ventures in dynamics. An empirical study in Lesotho led by Padi et al. [6] established that SME owners that exhibit a high degree of financial literacy have been found to be considerably more qualified to unravel convoluted regulatory requirements, settle accountant books accurately, and make practical financial investment, which has resulted positively in the improved quantifiable financial performance. The result is well supported by MV et al. [7], who found that financial literacy among BRICS (Brazil, Russia, India, China, and South Africa) aids in the process of migration into digital financial tools, which results in a positive impact on the efficiency of operations in various economic environments.International Federation of Accountants [9] as well goes on to explain that financial literacy is a crucial competency, which allows SME owners to understand how to budget, estimate cash flows, and make sure that diverse tax systems and financial reporting requirements are followed in different jurisdictions. This is especially important in volatile market where effective decision-making process would determine whether one survives or fails, especially when there is a downturn in the economy or other events e.g. currency crisis.

2.3. Access to Finance and Cross-Jurisdictional Challenges

The availability and accessibility of finance is a key factor in growth and stability of SMEs with cross border operations, a factor which is also based on the robustness and the development of the state of affairs in both the legal and the financial system. Wang et al. [2] focused on a wide cross-country analysis and have stipulated that SMEs in jurisdictions with strong legal institutions and well-established financial markets, including Japan and the United Kingdom, have been subjected to better access to cheap credit and financial services as compared to SMEs in less-developed regions, including some parts of Central Asia, who more often turn to informal and expensive financing solutions such as microloans or family lending. As Amadasun and Mutezo [10] established in Lesotho, this aspect was connected to the competitive (advanced growth and market penetration) of SMEs that used to rely on diverse sources of funds (bank financing, venture capital, and government grants). Serrasqueiro et al. [11] have introduced a longitudinal dimension; they mentioned that companies which diversified their approach to financing before and after the global financial crisis of 2008 proved to be more resistant to the economic shocks, and judging by their approach, the ability of the firm to have flexible financial planning is a strategic advantage in its plan of transjurisdictional operations.

2.4. Fintech in Financial Management of SMEs

The emergence of financial technology (fintech) has redefined the financial management environment among SMEs especially in cross jurisdictional environments where traditional banking system is likely to be wanting.According to a systematic review by Sanga and Aziakpono [4], the fintech solutions identified by the study that mitigate the cost of transactions and increase access to capital, particularly in the emerging economies where banking facilities are underdeveloped, include digital payment systems (e.g., PayPal, M-Pesa), blockchain technology to secure the transactions, and the online lending platforms. Jun and Ran [12] also observed that fintech can help SMEs to analyze the relevant financial data in real time, which permits firms to follow cash flows, develop currencies risk hedging strategies, as well as to face rapidly occurring conditions in the market. Nonetheless, serious impediments remain in terms of initial investment cost, technical expertise requirements, and regulatory risks, which are a burden especially to resource-limited SMEs in the developing world [4].

2.5. Strategic Cross-Border Management Accounting

In cross-jurisdictional SMEs, strategic management accounting (SMA) therefore becomes an important instrument when it comes to aligning financial decisions to long-term strategic objectives. A comprehensive case study presented by Ma et al. [13] in China showed that China SMA practices (including cost analyses, key performance indicator-based performance measurement, and highly sophisticated budgeting methods) facilitate resource allocation optimization and profitability increase in the complex regulatory environment where tax structures and trade policies are different. Otoo [3] stated that SMA tools such as the existence of balanced scorecards, variance analysis, and activity-based costing are precise tools that offer very specific cost structures, revenue flows, and business efficiency that allow the data-driven decision-making process to be used to have a level of assurance of compliance across jurisdictions applying various financial reporting regulatory regimes. Williams et al. [14] proposed that a configurational approach to SMA is preferable as combining financial strategies with operational goals including supply chain management and expansion to a new marketplace contributes to SME performance in a foreign market by far, providing a comprehensive framework of strategic planning.

2.6. AI and Data Analytics in Financial Management

The artificial intelligence (AI) and data analytics are transforming the functioning of the financial management in SMEs since they enable predictive functionality and automate routine tasks to improve the competitiveness of activities across jurisdictions.According to Schwaeke et al. [14], the AI tools allow to investigate large volumes of jurisdiction-free financial data in order to recognize patterns, anticipate risks and approximate risk areas such as cash flow deficit or regulatory defaults, and suggest mitigation actions, thus, becoming more competitive. In practice, AI-based software would be able to track any real-time changes of regulatory compliance and automate reporting of compliance, as well as optimize the pricing model, lessening the administration overheads and ensuring compliance with local statutes [8]. Nonetheless, the heavy implementation fees, risk of requiring technical technical services among the SME personnel, and the privacy aspect of the data is also a major obstacle, especially to the smaller firm in the technology-mature regions [8].

2.7. Synthesis and Research Gap

The reviewed literature places much emphasis on the importance of financial literacy, access to finance, fintech, SMA, and AI to facilitate the performance and sustainability of cross-jurisdictional SMEs. However, there exists a corresponding gap in the sense of a comprehensive and integrated approach, which is essentially a holistic combination of these strategies on the one hand and to meet the multiple-faceted dimension of challenges various SMEs encounter by operating on more than one country. Individual works give a good idea, e.g., Ma et al. [13] about the SMA in China or Sanga and Aziakpono [4] about using fintech in the case of emerging markets, but the connection and synergetic nature of these methods globally are unexplored. Also, real-world implementations of AI and fintech in resource-constrained SMEs, especially in low-income countries, are in need of further exploration with a view to removing barriers to adoption (such as cost and skills gaps) [8]. This article therefore aims to fill such gaps by suggesting a cross-jurisdictional SME integrated strategic financial management framework.

2.8. Aim and Objectives

Aim: To create an illustrative but dynamic design of strategic financial management that can promote sustainability, resilience, and regulatory regulations of the SMEs performing in multiple jurisdictions, which serves as a guide of achieving effectiveness in the global financial complexities.

Objectives:

1.To explore the central theme of how financial literacy could enhance the decision-making process of SMEs, risk management and performance in cross-jurisdictional circumstances using both empirical and case studies evidence.

2.To assess how AI-based analytics and fintech can transform the way financial activities are managed involving cross-border transactions and their efficiency and compliance with regulations.

3.To evaluate that strategic management accounting makes a serious contribution to the efficiency of financial reporting, efficient use of resources, and linking financial objectives with business strategies.

4.To identify new methods of obtaining various financing avenues and reducing financial risk, such as currency fluctuations, and market volatility, across jurisdiction.

5.To develop specific and working practical suggestions to allow the SMEs to integrate these practices in a way that can propel sustainable growth in a global and competitive economic environment.

3. Methodology

To achieve this, this paper will employ the method of a systematic literature review (SLR) in order to summarize the available research on strategic financial management in the context of SMEs that conduct operations in more than one jurisdiction and establish an evidence-based structural or framework to analyse. The reasons to choose the SLR method are its capacity to essentially provide an in-depth and stringent literature review based on both scholarly and practitioner-focused works, which would become a solid foundation of knowledge and sustainable connectivity to theory, as well as practice [4]. Thematic analysis is used with a qualitative synthesis to determine, group, and explain the main concepts of financial management approaches and how they are applied in different regulatory and economical environments. Such a methodological approach helps them build a mutually connected and executable conceptual framework that will allow the SMEs to handle the cross-jurisdictional financial issues on a methodical level and be prepared to the shifting market realities [3].

3.2. Data Sources and Selection Criteria

The study is based on a thoroughly selected list of 18 top-quality sources, which include both peer-reviewed journal articles and the reports of authoritative practitioners as well as industry knowledge.Specifically, in the later sources, there is a high emphasis on such pertinent aspects as the theme of financial literacy [2], different fintech innovations [5], strategic management accounting [8], financial access [2], and AI involvement [2]. The relevant dimensions to the sphere of strategic financial management, a particular focus on SMEs, and the applicability to the cross-jurisdictional operations were used as the selection criteria, to ensure a wide representation of the global and regional views. Table 1 is an extensive description of the main peculiarities of the used sources, such as the publication type, focus area, geographical scope.

Table 1. Characteristics of Selected References

3.3. Data Collection Process

There were many steps and stages of data collection that were rigorous and aimed at guaranteeing the relevance, depth and reliability of the analysis. The first stage of the process involved a broad search of all the 18 sources to check that they were relevant to the research aims, paying particular attention to SMEs and cross-jurisdiction financial management [4]. In this screening, the abstract, methodology and key findings of every source were evaluated with the aim to determine their relevance. The next step was a deep analysis that allowed drawing important conclusions, methods, practical values, and context. The thematic categories were in accordance with financial management practices and their impact on the performance of an organization with data managed in accordance with pre-existing coding framework that was slightly modified in accordance with Otoo [3] with a clear structure of data interpretation and synthesis.

3.4. Data Analysis

A thematic analysis has been applied as the major technique to combine results of the chosen sources with a clear methodology of interpreting evidence. This was done in three important steps:

• Coding: The selection of shared elements by carrying out inductive coding as the method of tagging financial literacy, fintech, SMA, access to finance, and AI adoption to guarantee that inconsistencies do not appear and that the codes would be relevant to the study objectives.

• Thematic Grouping: Gathering of the codes into the five huge themes of (1) Financial Literacy, (2) Access to finance, (3) Fintech and Digital Finance, (4) Strategic Management Accounting and (5) AI and data analytics) with respect to the cross-jurisdiction issues of regulatory compliance, economic volatility and currency risks [2,5].

• Synthesis: How to integrate the findings in an explanatory conceptual model that describes how such themes lead to SME resilience, compliance and growth, with an emphasis on practice and strategic implications.

3.5. Quality Assessment

In order to guarantee the reliability, validity, and credibility of the results, the method used was a qualitative evaluation to determine the merits and demerits of each chosen source.Research design, sample size, the method of data collection, and the analytical rigor of those methods were assessed, and all articles are peer-reviewed [8,13] , which provides very strong empirical support. In the assessment of the practical usefulness, in line with the academic practice, as well as relevant to the use of SMEs issues in practice, practitioner publication [5,15] was taken into consideration. The reliability of the sources was established by the fact that they were published in quality journals or were issued by authoritative institutions, which created a solid and valid evidentiary foundational ground of the results of the study [6].

3.6. Ethical Considerations

Being a literature-based research, this study involved no primary data collection of the human participants, which does not necessitate ethical approvals concerning the informed consent and privacy thereof. Ethical integrity was strictly upheld by correct and continuous references of all the works consulted, clear observation of the norms of academic referencing and thorough prevention of plagiarism. Proper credit was given to all the intellectual work, which makes the study sound ethically and academically [16].

3.7. Limitations of the Methodology

Although the methodology is strong, it has a number of inherent limitations that are likely to affect the scope of the result and the generalizability of the work:

1.Scope Limitation: The fact that the analysis will be based on a curated set of 18 chosen sources may not be an adequate indicator of the overall research landscape at that topic as far as the analysis of strategic financial policy in SMEs and the emergence of new trends, removing the niche studies into consideration [4].

2.Geographical Bias: It may be that there is a lack of reporting of jurisdictions (e.g., the Middle East or Latin America) in sources, therefore generating lesser global coverage to the study as the domestic contexts can have a wide spectrum of global and regional scope (e.g., Lesotho, China, BRICS) [2].

3.Qualitative Focus: The qualitative focus in its synthesis can leave out quantitative information, which can serve as a statistical representation of the finances management practices, including regression analyses of the effects of financing or penetration levels of fintech [3].

3.8. Practical Application

The proposed methodology makes use of the multifaceted insights that can be offered by the scholarly and professional materials to ensure a comprehensive and practical picture of strategic financial management can be obtained. The conceptual framework and corresponding thematic analysis developed as a result could inform the creation of highly specific and context-sensitive recommendations to be made to SMEs to effectively handle immediate needs, such as how to successfully comply with regulations, manage currency risk, and gain access to financing options, across jurisdictions. Their correlation with the actual practices in industry makes their practical utility especially viable since SME Financial Solutions [15] reports state that it aligns its operations with real-life conditions that ensure applicability and relevancy to the SME leaders and policymakers.

4. Results

The systematic literature review (SLR) was used to incorporate results of 18 mixed sources so that to determine the key strategic financial management practices of the SMEs operating in the different jurisdictions. Meta-analysis identified five most significant themes of financial literacy, access to finance, fintech and digital finance, strategic management accounting (SMA) and AI-driven analytics that in combination can strengthen SME resilience, guarantee regulatory compliance and facilitate sustainable growth within a variety of regulatory and economic environments. Supporting tables and figures have been used to explain the implications, practice and aspects of interrelationship of these themes and offer an in-depth coverage of findings.

4.1. Theme 1: Financial Literacy

Financial literacy is a major factor allowing the success of SMEs across jurisdictions in which it enables the owner and managers to practice in complex environments financially. Through their research in Lesotho, Padi et al. [6] have shown that the SME owners with the highest level of financial literacy perform best in the interpretation of regulatory complexity, budget management, and strategic investing, which can be measured to define improvements in relative financial stability and performance. MV et al. [7] state that financial literacy of BRICS countries mediates the financial use of digital tools such as mobile banking applications, which enhance the efficiency of work and expand the market.As observed by IFAC [9] this can be explained by the fact that financial literacy enables owners to have the necessary skills in making budgets, predicting cash flows and upholding certain costs in regards to adhering to different tax regimes and reporting financial requirements of different global markets, especially in markets where volatility is at stake. Buchdadi et al. [16] also indicated that financial literacy can serve as the mediator of accessing formal finance which will actually help SMEs to find their way in intricate systems of credit and get loans with greater success.

Table 2. Impact of Financial Literacy on SME Performance

4.2. Theme 2: Access to Finance

The availability of finance is important determinant of the growth and stability of SME in respective jurisdictions and it depends on the quality of legal and financial systems. Wang et al. [2] discovered that SMEs in countries with strong legal systems and well-developed financial markets, e.g., Germany and South Korea, possess access to cheap credit facilities and banking services, whereas those in weaker systems, i.e., parts of Central America, use informal finance and its high- Interest rates. According to Amadasun and Mutezo [10], in Lesotho such sources as bank loans, venture capital, and government grants diversify funding sources, which increases competitive growth and market expansion. The main value of financing diversification before and after the 2008 financial crisis as pointed out by Serrasqueiro et al. [11] was that it enhances resilience where SMEs sustain transactions throughout the recession periods.

Table 3. Factors Influencing Access to Finance

4.3. Theme 3: Fintech and Digital Finance

The fintech solutions have major benefits to the SME financial management; in that they provide means of overcoming cross-jurisdiction. Sanga and Aziakpono [4] reasoned that digital payment systems (e.g., M-Pesa, PayPal), as well as blockchain, encourage the lower rate of transactions and capital access improvement in emerging markets, such as Kenya and Bangladesh. Jun and Ran [12] stressed on real time analytics (cashflow management, currency risk hedging), but the entrenchment is affected by the implementation challenges like costly limitations and lack of competence [4].

An elaborated figure presenting how fintech can lower transaction expenses by increasing access to capital through mobile banking and how it can help in handling the risks of currency fluctuations using live analytics, with the examples of Kenya and India.

Figure 1. Role of Fintech in Cross-Jurisdictional SME Financial Management

4.4. Theme 4: Strategic Management Accounting

SMA sustains the long-term economies and budgeting. According to Ma et al. [13], cost analysis and performance measurement streamlane the resources of the multifaceted market of China, and Otoo [3] focused on the idea of balanced scorecards since the decisions made were data-driven, and the laws that should be followed are global [13].

Table 4. SMA Practices and Their Benefits

4.5. Theme 5: AI and Data Analytics

The revolutionary changes sweeping across the financial management sector across jurisdictions where SMEs are doing business in the form of artificial intelligence (AI) and data analytics can offer SMEs highly beneficial advanced predictive capabilities, automate routine tasks as well as improve overall competitiveness in new global markets beyond existing jurisdictions. A large-scale study undertaken by Schwaeke et al. [8] in several industries showed that AI tools have the ability to process huge volumes of financial data covering various jurisdictions to detect new tendencies, forecast the possible risks such as cash flow shortage, lack of compliance with the regulations, or rapid market changes, and suggest active management strategies to overcome them. As an example, an AI system would draw notice to a Ghanaian SME selling to the United States of goods of an imminent alteration of United States import tariff to enable the reorganization of prices or supply chain method. The context of the practical applications of such AI-driven software presupposes the possibility to monitor real-time regulatory improvements in different countries, the simplification of compliance report generation, the optimization of pricing strategy according to the number of buyers using the system, and speeding up the process of financial forecasting to reduce the overall amount of administrative efforts and stop the violation of local legislation [8].

However, deployment of AI and data analytics is not an issue-free exercise, at least among small and medium enterprises. The burden of installation and up datation of the advanced AI systems, the expenses of licenses, up gradation of hardware, the cost of continuous maintenance cost is also a major factor that sets a big obstruction, mainly to the small firms with a restricted budget. It is also crucial to mention that special technical knowledge of SME employees (data scientist or IT expert, for instance) has become a challenge only a few of them can address since most of them lack the financial resources to acquire or train new staff [8]. Data privacy issues only add to the complexity of adoption, especially in systems where there are strict rules governing the use of data such as the EU GDPR, where SMEs have to both be compliant and to take advantage of artificial intelligence technologies. In emerging economies, in the Southeast Asian region or sub-Saharan Africa, these problems are worsened by lower technological infrastructure and problematic internet connectivity, which further narrows the possibilities of AI-based solutions and their scalability.These challenges notwithstanding, the prospects are good as through AI, SMEs will have better decision making, save on their operational expenses as well as respond to the market changes better than before with the potential to be responsive to the requirements of the market.

An expanded graph of the variegated utilisation of the AI in the financial management of SMEs and its role in risk prediction (e.g. cash flow forecasting), regulatory compliance (e.g., real-time extract), and automation of processes (e.g. report generation). The chart also contains case studies in Europe (e.g., an SME in Germany that uses AI to be compliant) and Asia (e.g., an SME in India in order to optimize pricing) with some text annots as a form of some context revisArlogo to be found when it comes to the barriers of adoption (e.g. cost, expertise).

Figure 3 shows an integrated framework of how all of these five strategies, financial literacy, access to finance, fintech, SMA, and AI, all play significant roles in the success of SMEs since they create a resilient business environment, provide compliance safeguards, and deliver sustainable growth. This framework puts the relationships among these aspects under spotlight and in such a way that, financial literacy feeds on the effective use of fintech and AI, access to finance gives the finances to make investment in technologies and SMA ties all these efforts to long-term strategic actions.

Figure 2. Impact of AI on SME Financial Management

Figure 3. Integrated Framework for Strategic Financial Management in Cross-Jurisdictional SMEs

An all-inclusive flowchart which draws a connection between financial literacy (level of decision-making), access to finance (consistency of the funds), fintech (efficiency of operations), SMA (agreement in approach), and AI (creative knowledge) to the results of resilience, regulatory compliances, and growth. Feedback loops are displayed in the diagram indicating that each of the strategies complements the other and, as examples, 1) South African SME adopts fintech as a mode of accessing finance and AI as its means of assuring compliance.

4.6. Practical Implications

The results of this work have considerable practical implications in the work of SMEs that cross borders, implications that can help such organizations recommend viable strategies of operating business in the context of financial complexity. It is recommended that SMEs could allocate more attention to complex training sessions aimed to enrich the financial literacy of owners, managers, and employees, including the training of using budgets, interpreting regulations, and digital instruments [9]. As an example, jointly held workshops with local financial institutions would help a Nigerian SME gain the knowledge to deal with cross-border tax requirements. In addition, the technical skill training in AI as well as fintech should be joined to bridge expertise that may involve joining with tech startups or government-sponsored alternatives [8].

SMEs ought to ensure financial risk is mitigated by diversifying sources of finance and include the mix of bank loans, venture capital, government grants, and crowdfunding platforms depending on geographical areas where they operate [11]. Indeed, the crowdfunding should involve international bank financing as an SME can be easily financed by crowdfunding locally in Vietnam but expand to Thailand with participation of international banks. They also suggest the implementation of cloud-based financial tools that standardize the reporting practices across jurisdictions to make them consistent and international compliance regarding such standards as IFRS [15]. Besides, SMEs ought to consider strategic alliances with cross border providers of financial services or providers of technology as a source of tapping their knowledge and resources, an example of which is the collaboration between Kenyan SME and a fintech company aiming to facilitate payments in East Africa. The integration of these recommendations has the potential to improve operational efficiency, minimize expenses and set the SMEs on the trajectory to long term success across the global markets.

4.7. Limitations

Although research results are quite solid, the methodology has various weaknesses that are worth noting. Using a curated list of 18 sources might not provide enough portrayal of such a wide array of opinions thus excluding some emerging research or niche studies conducted in lesser represented territories like the Middle East or Latin America [2]. This may lead to a lopsided reflection of international models especially in regions that possess a different system of finances. This is also supported by the fact that the SLR is qualitative, so quantitative information that can be used to provide statistical information, like regression on fintech adoption rate, or the financial profitability of diversified funding are not likely to be included [3]. There is also a lack of collection of primary data and cannot verify findings using on the spot SME feedback, so a future attempt of empirical study should be done in addition to this review.

5. Discussion

Strategic financial management is in itself, a pillar that SMEs must consider when working across jurisdictions especially in the mixed environment of regulatory diversity, economic risks, and limitations to financing, a situation that is robustly verified by the systematic literature review (SLR). The five strategies that have been identified, including financial literacy, access to finance, fintech, strategic management accounting (SMA), and AI-driven analytics are highly interconnected, and their application therefore requires an integrated path in order to maximize the effectiveness thereof [3,8]. Financial literacy plays an empowering role, acting as an enabler to the efficient adoption and implementation of fintech and AI since leaders in SMEs will know how to take into consideration the complex data and intricate requirements of regulations in the field [4,7]. To cite an example, a financially literate Brazilian manager might use AI tools to foresee the changes in currency, and fintech to implement the hedging strategy.

The availability of finance gives the funds to invest in technological breakthrough as well as strategic plans where the funds sources would be diversified and thus limit reliance on the local fluctuating markets [2]. SMA is important in terms of reconciliation of these financial resources to the long-term business objectives by leveraging such instruments as balanced scorecards to help them allocate resources in an optimal way and comply with international standards [13]. A synergistic effect is achieved because these strategies are complementary to each other as AI is used to further improve decision making, with predictive capabilities, and fintech improves operations, and SMA is used to maintain strategic continuity. In especially dynamic settings, which were witnessed during the 2020 COVID-19 pandemic, this intricacy proved especially important and SMEs with a cross-linked plan were proved to be much more resilient [11].

These findings have hugely practical consequences with SMEs having a guide on how to traverse financial environments across the world. Training should focus on, and fill, skill gaps discovered in capitalizing on AI and fintech, and the digital transformation processes that may standardize reporting and lower compliance expenditure (comprising, e.g., adoption of cloud-based accounting tools) [9,12]. Policymakers could assist with adding subsidies to the adoption of technology, or creating the cross-border financial centers within the regions, to provide the accessibility of cross-border financing. The study has however its limitations which include qualitative nature and geographical bias and one cannot generalise the study findings. Future studies need to proceed further to create quantitative models that can measure the financial disability of these strategies, unlock adoption obstacles with case studies of less popular areas, and discuss the role of government interventions in enabling the SME financial control [8]. These attempts will also further streamline the given framework and make it more applicable in different contexts.

6. Conclusion

This poses strategic financial management as a necessary component of small and medium-sized enterprises (SMEs) looking to perform in a range of jurisdictions, as the complexity of the mix of various regulatory systems, economic risks, and financing problems needs aggressive and integrated response.These five core strategies examined in this study, or, more specifically, financial literacy, diversified access to finance, fintech innovations, strategic management accounting (SMA), as well as AI-driven analytics collectively improve the resilience of SMEs because they provide leaders with the knowledge that is necessary to understand how they can navigate in complex environments, guarantee steady funding to help their business advance, simplify the process of operation through the use of technologies, make sure that their financial decisions align with their long-term objectives, and, finally, employ the power of modern technology to make predictions. To give a specific example, a Moroccan small and medium-sized enterprises (SME) could use financial literacy to educate themselves about EU trade laws, fintech to settle the bills in euro, SMA to save, and A.

SMEs will be encouraged to make such investments in comprehensive training opportunities that would establish financial and technical skills, cloud-based and fintech-based solutions that would offer standardization of its operations, and strategic partnerships with cross-border providers of financial and technology service that would elevate its business competitiveness [15]. These moves not only guarantee compliance with regulation measures and risks like fluctuations of currency but also place the SMEs at a sustainable growth in an economy that is becoming increasingly globalized. Nevertheless, the path towards a successful financial management is not completed yet, and further research is necessary with regard to formulating integrated models that consider quantitative data, look at adopting obstacles in resource-constrained environments, and discuss regional differences to adjust solutions to a particular context. Filling these gaps will help the SME community achieve its potential globally, thus helping with innovation and economic growth around the world.

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