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This paper aims to investigate small and medium enterprises’ (SMEs) adoption of social media platforms and how they integrated them within their marketing strategies during the COVID-19 outbreaks. Dynamic capabilities – observed as the interplay between sensing, seizing and reconfiguration capabilities – represent the principal theoretical framework used in this research to explain challenges in social media adoption and their effects on these businesses.

This study adopts the grounded theory approach to analyze semistructured interviews with 19 key informants from Italian SMEs belonging to diversified industries.

The findings of this research are summarized in a holistic framework that explores three types of capabilities (i.e. sensing, seizing and reconfiguration capabilities) and the marketing outcomes of social media adoption among SMEs.

This study attempts to unpack the specific dynamic capabilities that allowed SMEs to be successful in social media adoption during COVID-19 outbreaks.

The purpose of this paper is to investigate how business-to-business (B2B) companies operating in durable goods use digital communications after the COVID-19 outbreak. In particular, this paper focuses on the objectives of these digital communication tools for the marketing strategies of B2B white goods firms.

As the research objective is explorative, the authors conducted a qualitative analysis by collecting 13 semi-structured interviews with B2B marketing professionals working for white goods firms in Italy. Primary data was triangulated with secondary data about the white goods industry, such as sector reports.

The findings of this paper show an acceleration in the adoption of digital communication tools among B2B firms after COVID-19. The authors also discuss the effects in the use of such tools both in the short and long term.

This paper attempts to contribute to the B2B marketing literature by providing an original analysis of the consequences of the COVID-19 outbreak focusing on the use of digital communication tools among white goods firms. It also provides managerial implications for firms operating in B2B.

Because of the recent COVID-19 pandemic, online platforms where travelers' comments and reviews are published have grown considerably. More specifically, in the tourism sector, these social evaluations have been shown to have a strong influence as online platforms, such as online travel agencies (OTA), represent a main touchpoint for the formation process of the online corporate reputation. Hence, the purpose of this study is to investigate how the pandemic has influenced the online reputation formation of tourism companies and which are the new reputation pillars emerging from the COVID-19. To achieve this research aim, we analyzed the customers' reviews as reported publicly on TrustPilot.com, an online platform that allows customers to review businesses after a purchase or contact with their customer service, before and after COVID-19 so as to identify significant changes in the corporate reputational drivers of LastMinute.com. With this study we have identified the four topic clusters and their sentiment in the two periods of consideration, and we have found that the corporate reputation of tourism companies is formed today starting from different consumer needs. Finally, managerial implications for communication professionals operating in tourism firms are presented.