Artykuły w czasopismach na temat „Digital transformation of traditional VSEs/SMEs”

Face à la transformation digitale de l’entreprise et aux changements de business models, qu’adviendra-t-il du contrôle de gestion. Alors que, depuis de nombreuses années aucune évolution n’a été remarquée, il doit aujourd’hui faire face à une digitalisation et automatisation toujours plus importante des métiers de la comptabilité et de la finance d’entreprise. Alors que l’on entend régulièrement le terme « uberisation» des métiers de l’expertise comptable. Ce changement, porté par la digitalisation constitue-t-il une opportunité pour la fonction de contrôleur de gestion ? Après l’externalisation des experts comptables, devons-nous nous attendre à une externalisation du contrôle de gestion ? Après avoir définit les différents concepts du contrôle de gestion et de l’uberisation, nous irons confronter ces derniers aux besoins des PME/TPE françaises. Le contrôle de gestion doit-il envisager de se réinventer au risque de se faire uberiser ?

This article examines the knowledge of digital transformation of Small and Medium Enterprises (SMEs) that specialize in traditional handicrafts, with a specific emphasis on the Songket textile sector. The study investigates the use of digital technologies, notably blog platforms and the e-commerce site Shopee, to improve and streamline several business processes in Songket textile SMEs. The report takes a case study approach, diving into the experiences of Songket clothing enterprises that have undergone digital transformation. Key areas studied include the use of Blog platforms for brand development, marketing, and consumer involvement, as well as the Shopee E-Commerce platform for online sales and order processing. The essay seeks to give insights into the problems and possibilities faced by Songket cloth SMEs along their digital transformation journey by conducting in-depth observation, interviews, and surveys. The findings add to the scholarly discussion on the digitization of traditional industries, with practical implications for SMEs in the Songket textile sector and other handicraft areas. This study emphasizes the necessity of using digital technologies to preserve and expand traditional crafts, while also throwing light on the potential role of prominent E-Commerce platforms like Shopee in facilitating worldwide market access for such firms.

Small and Medium Enterprises (SMEs) are pivotal to economic growth and innovation but often face significant challenges in accessing finance. This review paper explores the revolutionary role of digital transformation in SME financing, highlighting how technological advancements address traditional barriers. The paper begins with an overview of the economic significance of SMEs and the persistent financing gap they face. It then delves into the financial sector's digital transformation, focusing on key innovations such as fintech, blockchain, and AI and their impact on traditional banking models. The challenges SMEs encounter in securing finance, including historical barriers, market inefficiencies, and regulatory constraints, are examined in detail. The paper discusses digital solutions reshaping SME financing, including fintech platforms, blockchain applications, AI, and big data analytics for enhanced credit assessments. Finally, it identifies future trends and opportunities in digital SME financing, offering policy recommendations to support this transformative shift. The findings underscore the potential of digital technologies to democratize access to finance for SMEs, lower costs, and increase efficiency, ultimately fostering economic development. Keywords: SME Financing, Digital Transformation, Fintech, Blockchain, Artificial Intelligence, Financial Inclusion.

This paper provided a novel definition of customer knowledge management (CKM) as the logical intersection of customer relationship management (CRM) and knowledge management (KM). The main aim was to investigate the digital technologies supporting small and medium enterprises (SMEs) operating in creative industries in their customer knowledge management strategies. To achieve this aim, a survey involving 73 handicraft and/or retail SMEs operating in luxury jewelry industry was conducted. The survey results pointed out that in a few years the scenario has changed and that surveyed SMEs make more intensive use of traditional technologies supporting customer knowledge management processes rather than more innovative digital technologies, which are also cheap and easy to use. This finding showed the difficulties of SMEs operating in creative industries to be responsive to the rapid technological changes that are affecting CKM, as well as the lack of support from information technology vendors in the decision-making process for choosing adequate digital systems.

Purpose – The purpose of this paper is to examine the effect of the pilot implementation of an industry-specific web portal as an IT resource on textile SMEs organisational performance. Using a resource-based perspective, portal delivery functionalities, considered as non-physical IT resources, are analysed using the dimensions of portal usefulness, portal interface, and service-oriented portal functions on SMEs users’ perceived outcomes of organisational performance. Design/methodology/approach – Qualitative and quantitative approaches are used to explore the research hypotheses. Data were collected using field interviews and survey from senior executives of small- and medium-sized enterprises (SMEs) in the Taiwanese textile industry. Findings – Results indicate that the service-oriented portal function dimension, consisting of portal maintenance service, B2B function, and cloud computing, significantly influences organisational performance. Unexpected findings, such as the negative impact of greater industry benchmark information on perceived SME performance, deserve further investigation. Research limitations/implications – The study extends the theory and knowledge on the resource-based view and its implications on e-business organisational performance of SMEs. The study also offers findings relevant to the design of portal sites for SME administrators and information service providers. Limitations of the research include a small size and the industry-specific data limiting the generalisability of the findings. Practical implications – Research results practically serve as informative indicators for policy makers, information service providers, and SMEs executives to evaluate feasible elements for web portal design in traditional industry. Findings from this study may help portal service providers in designing better web portal functionalities for SMEs. Originality/value – This study contributes to the IT business value literature by identifying the linkages between industry-specific portal delivery functionalities and perceived organisational performance through the examination of portal usefulness, portal interface, and service-oriented portal function for textile SMEs.

Digital transformation which impacts business operations is one of the most fundamental social and economic occurrences of our times. The paper seeks to find out how digital transformation impacts marketing activities in small and medium-sized enterprises (SMEs) and to examine overall changes triggered by digital technology in the marketing concept, its instruments, and activities in SMEs in Poland. The main research question focuses on the direction in which marketing activities performed by organisations evolve nowadays. Analyses and considerations are based on logical inference, examination of results of empirical studies, critical literature review, and author’s market observations. Conducted analyses have demonstrated that, in enterprises covered by the study, digital technologies are deployed in marketing rather widely, although in many instances these technologies belong to the category of traditional tools. IT technologies and digital tools also impact marketing, helping to build relationships with clients and creating the value of each organisation.

Continuous innovation is very much needed by small and medium enterprises (SMEs), however many SMEs still use traditional or closed approaches to innovation. Digital technological transformation has become a necessity for long-term survival and development in all SMEs, but currently there is no systematic definition of the innovation performance of SMEs that use digital technology. Seeing this, by using visual analysis of knowledge maps, this paper systematically identifies the role of the use of digital technology in measuring SME innovation performance using data on Scopus to provide references and inspiration for future researchers. The development of researchers who take up the topic of SMEs’ innovation performance from 2004 to 2023 is quite increasing, but there are very few who take up technology adoption in measuring SMEs’ innovation performance because researchers always focus on the new products produced. Based on research findings, it can be concluded that more and more SMEs are achieving innovation performance by adopting technology because many SMEs already have digital platform capabilities so this can influence SME innovation performance. However, in several other studies, technology adoption cannot be used as a reference in improving innovation performance.

The objective of this article is to identify the challenges of Tunisian small and medium-sized enterprises (SMEs) in the implementation of Industry 4.0. Indeed, the Subject of Digital Transformation has its relevance as Industry 4.0 is considered as the first industrial revolution to be predicted before it happened. Competition from digital companies is disrupting business models, and leaders no longer have a choice: the time has come for digital transformation (Dussart, C, 2015). This transition is not new. It covers a necessary reality, especially for so-called traditional companies, which were not born in digital culture. Built on an old model, they must initiate and succeed in their transformation to remain competitive. This paper aims to analyze the opportunities brought by digital transformation for Tunisian companies. In our research and on the methodological section, we used an exploratory qualitative approach with Tunisian companies, using a questionnaire. The results of this investigation have shown that the great opportunities and challenges facing Tunisian companies are human capital in the first place, funding and above all methodological support. And the government must be the first to assist and support the digitization process.

The development of increasingly dynamic technology and information and ease of access, especially in buying and selling transactions, will support the creation of the digital market era. One of the conventional business actors in Indonesia is SMEs players. The determination of a global pandemic such as Covid-19 by the WHO in early 2020 in Indonesia had a negative effect on conventional business actors in shopping centers such as traditional markets, shops, and malls. The negative effect is in the form of a decrease in the number of buyers who visit and make buying and selling transactions at the shopping center. This is due to the emergence of the Indonesian government's policy of large-scale social restrictions, especially direct contact that was imposed during the pandemic to control the spread of Covid-19. To maintain sustainability, increase the development of SMEs players, and avoid these negative effects, changes in buying and selling transactions from the conventional market era to the digital market era need to be carried out. In this article, the discussion will focus on the right transformation of SMEs to be implemented in the current digital market era.

Purpose – The purpose of this paper is to establish current knowledge regard-ing how organisational agility and competitive advantage could be enhanced when Small and Medium Enterprises (SMEs) adopt agile complexity leader-ship to fully exploit digital transformation. Aims(s) – The primary aim of this paper is to understand the role of agile complexity leadership in improving organisational agility and competitive advantage in SMEs during digital transformation. Secondary aims include: Identification of knowledge gaps in leadership at-tributes to foster organisational agility. Evaluation of research focus and methods used to date. Exploration of agile complexity leadership as a model for optimising performance in agile organisations. Design/methodology/approach – A literature review was conducted using the Web of Science Database from 1992 to 2023 using the keywords complexity, complexity science, complexity leadership, agile, agile leadership. Initially, 62 journal articles were listed. Abstracts were reviewed to see if they are valuable and related to how agile complexity leadership enhances organisational agility, in effective digital transformation for SMEs—the final sample comprised 13 journal articles and four books. Findings – Three major findings are identified: significant knowledge gaps remain regarding the leadership attributes required for optimisation of organisational agility because it is related to business sustainability instead of traditional short-term production objectives; the focus of research to date has been reliant on quantitative methods often employed with samples that are not statistically representative; the concept of complexity leadership has been relatively neglected as a potential effective leadership model to optimise performance in SMEs. Limitations of the study – The study acknowledges limitations in its approach due to reliance on literature, which may have biases. Future research should include empirical studies to validate findings and expand understanding of agile complexity leadership in SMEs. Originality/value – This paper provides novel insights into the intersection of organisational agility, and leadership regarding digital transformation within SMEs. It is valuable to scholars, business leaders, and practitioners interested in optimising performance through innovative leadership models in organi-sations.

The transformation from traditional marketing into digital marketing brings changes to all aspects of human life, including economic aspects for Micro, Small and Medium Enterprises. Local SMEs fail to compete because the product is not really well-known and is not marketed digitally. The digitalization era forced SMEs to use social media for promotion. On the contrary, East Kotawaringin Regency SMEs are primarily unfamiliar with digital marketing. As a consequence, many SMEs are not able to survive. This research is carried out to help SMEs survive this Covid-19 disaster by implementing Digital Marketing to see how vital the SME sector is for regional income. It is a quantitative study to know the influence of selling products through the marketplace and how the local cultural content of the product influences the sales increase. The total population is 83 SMEs aged 18 to 25 years. The population is depreciated according to age, culinary sector and education. It obtained 31 samples. Questionnaires are distributed for data collection and are analyzed with SPSS 16. The finding of this research is that there is a correlation between local content in social media toward sales increase, as the independent shown by the t-count for each item is higher < 0.05. SMEs promote their products on social media based on local culture content linked to a local government website or other businesses such as hotels and tourist attractions.

The objective of this article is to identify the challenges of Tunisian small and medium-sized enterprises (SMEs) in the implementation of Industry 4.0. Indeed, the Subject of Digital Transformation has its relevance as Industry 4.0 is considered as the first industrial revolution to be predicted before it happened. Competition from digital companies is disrupting business models, and leaders no longer have a choice: the time has come for digital transformation (Dussart, C, 2015). This transition is not new. It covers a necessary reality, especially for so-called traditional companies, which were not born in digital culture. Built on an old model, they must initiate and succeed in their transformation to remain competitive. This paper aims to analyze the opportunities brought by digital transformation for Tunisian companies. In our research and on the methodological section, we used an exploratory qualitative approach with Tunisian companies, using a questionnaire. The results of this investigation have shown that the great opportunities and challenges facing Tunisian companies are human capital in the first place, funding and above all methodological support. And the government must be the first to assist and support the digitization process.

As the digital technologies develop, traditional pharmaceutical enterprises have also begun the exploration of digital transformation (DT). Previous studies mainly focused on the technology application, strategy, performance, and leadership of digital in manufacturing enterprises and small- and medium-sized enterprises (SMEs), and more qualitative methods were used. However, few researchers systematically investigated the impact mechanism of pharmaceutical enterprises’ DT. The purpose of this study is to analyze the influencing factors of Chinese pharmaceutical enterprises’ DT by constructing the structural equation model (SEM) based on synergetics. This study shows that the influencing factors of pharmaceutical enterprises’ DT include the external environment (customer needs, market competition, government policy, and digital technology) and internal conditions (digital strategy, leadership, and organization capability). The theoretical innovation of this study is to explore the synergistic effect of external environment and internal conditions on DT and put forward that the internal conditions play mediating role in the external environment and DT. Customer needs and digital strategies have great impacts on pharmaceutical enterprises’ DT. Therefore, this study finds the main influencing factors, which are helpful in promoting pharmaceutical enterprises’ DT.

Purpose: This qualitative study aims to explore how small and medium-sized enterprises (SMEs) and entrepreneurial ecosystems in Pattaya, Thailand, can empower the local economy to diversify beyond its traditional reliance on the tourism sector. It underscores the imperative of economic diversification for tourism-centric economies, especially in light of vulnerabilities exposed by global disruptions such as the COVID-19 pandemic. Method/Design/Approach: Employing a qualitative research design, the study utilizes in-depth interviews, focus groups, and participatory research methods with local entrepreneurs and stakeholders. This approach facilitates a comprehensive understanding of the experiences, strategies, and perceptions of those directly involved in Pattaya's SMEs and entrepreneurial ecosystems. Results and Conclusion: The research findings highlight a significant trend towards digital innovation and a reorientation towards local markets among Pattaya's SMEs. It uncovers the necessity for substantial investments in technology and digital infrastructure to enhance economic resilience and adaptability. Furthermore, the study accentuates the pivotal role of government in fostering an enabling environment through regulatory reforms, financial incentives, and infrastructure enhancements. The importance of educational initiatives in nurturing entrepreneurial skills and the critical involvement of the private sector and international organizations in supporting economic diversification efforts are also detailed. The conclusion posits that a collaborative, multi-stakeholder approach is vital for the sustainable economic development of Pattaya, moving beyond its traditional tourism-focused model. Originality/Value: This study contributes original insights into the challenges and opportunities for economic diversification in tourism-dependent economies, with a particular focus on Pattaya, Thailand. It offers valuable practical recommendations for SMEs, policymakers, and other stakeholders. Moreover, it underscores the importance of embracing digital transformation and fostering an entrepreneurial ecosystem as key strategies for achieving sustainable economic growth and resilience against global disruptions.

<p>The sudden outbreak of COVID-19 has brought great impact on China’s economic development. How to scientifically and effectively help the economy has become the most important economic issue at present. During the COVID-19 pandemic, the service industry has been directly affected, while small and medium-sized enterprises (SMEs) have also been seriously hit, and the negative impacts on export-oriented enterprises cannot be underestimated as well. It is critical and urgent for these enterprises to quickly recover from the crisis and find ways to secure a viable competitive position in their respective industries in post-pandemic era. The Coronavirus (COVID-19) pandemic has not only brought unprecedented impact on China’s economic and social development, but also provided new opportunities for traditional industries to achieve digital transformation. Taking service industry, foreign trade enterprises and small and medium-sized enterprises for example, this study focuses on how China’s industries and enterprises in the post-pandemic era can recover from the impact of the pandemic by taking advantage of digital transformation opportunities: (1) Transferring services online and promoting upgradation of online business; (2) Cooperating with e-commerce platforms to transfer exports to domestic sales and catering to the need of domestic consumers; (3) Applying flexible production and shared manufacturing to better cope with external changes and reduce operation costs of small and mediumsized enterprises. Fintech also helps to reduce financing costs.</p>

Purpose The purpose of this paper is to examine the importance of websites and social media platforms to find out how they contribute to the improvement of business performance. A new automated data collection method is developed to determine the technology maturity level of websites. These website quality indicators are linked to and compared against small and medium enterprise (SME) competitiveness data set to find competency pillars having significant impacts on the online presence, and to identify most important factors for online digital transformation. In this way, periodic analysis of websites can signal early warnings if competitiveness data of an SME is worth to refresh. Continuous maturity monitoring of competitors’ websites provides useful benchmark information for an enterprise as well. Design/methodology/approach A conceptual model was developed for the examination of the online presence and its effect on the competitiveness of small- and medium-sized businesses. An innovative, automatically generated WebIX indicator was developed through technical and content analysis of websites of 958 SMEs’ included in the Global Competitiveness Project (GCP) network data set. A series of ANOVA analysis was used for both data sources to determine the relationships between Web quality and competitiveness levels to define the online presence maturity categories. Findings Both the existence and the quality of the websites proved to have positive impact on the SME’s competitiveness. Different online presence maturity categories contribute to different competitiveness pillars; therefore, key factors of online digital transformation were identified. According to the findings, company websites are more related to marketing functions than information technology from the point of competitiveness. Originality/value Competency relationships were identified between online activity and competitiveness. The foundations of automated competitiveness measures were developed. The traditional survey based subjective data collection was combined with objective data collection methodology in a reproducible way.

The economic landscape of Africa is evolving rapidly, and the role of Small and Medium Enterprises (SMEs) is increasingly recognized as a key driver of sustainable development. This review explores the potential of leveraging Financial Technology (FinTech), Artificial Intelligence (AI), and Cybersecurity to accelerate SME growth in the African context, ultimately contributing to economic prosperity. In recent years, FinTech has gained prominence for its ability to revolutionize financial services. By facilitating seamless transactions, enhancing access to capital, and streamlining financial processes, FinTech presents a significant opportunity for SMEs in Africa to overcome traditional barriers to growth. The integration of AI technologies further amplifies this potential, enabling SMEs to harness data-driven insights for informed decision-making, operational efficiency, and personalized customer experiences. However, the adoption of FinTech and AI in the African SME sector necessitates robust cybersecurity measures. As digital transformation accelerates, the risk of cyber threats becomes more pronounced. Addressing these challenges requires a strategic approach to cybersecurity, encompassing robust data protection, threat intelligence, and resilient infrastructure. This review underscores the importance of a holistic approach, wherein the synergy between FinTech, AI, and Cybersecurity becomes a catalyst for economic prosperity. Policymakers, financial institutions, and technology providers must collaborate to create an enabling environment that fosters innovation, supports digital literacy, and ensures the security of digital ecosystems. By embracing this technological trifecta, African SMEs can navigate the complexities of the modern business landscape, foster innovation, and contribute significantly to job creation and economic growth. As Africa positions itself on the global stage, the strategic utilization of FinTech, AI, and Cybersecurity emerges as a pivotal driver for unlocking the full potential of SMEs and propelling the continent toward sustained economic prosperity.

INTRODUCTION. The rapid development of information technologies in recent years has resulted in the digitalization of the economy and society. This transformation has led to the emergence of the digital economy, which is characterized by the production of goods and services derived primarily from digital technologies. This shift towards digitalization has had a significant impact on various aspects of the economy, including access to finance, small business development, and innovation. In particular, the banking sector has undergone significant changes as traditional financial institutions embrace digital technologies to better serve their customers.HYPOTHESIS. The hypothesis of this scientific research revolves around the impact of digitalization on the banking sector in Ukraine. Specifically, the study aims to explore how the adoption of digital technologies, such as P2P lending, has influenced the financing of small and medium enterprises (SMEs), innovation, and information startups. The research will also investigate the role of digitalization, big data, and artificial intelligence in improving decision-making processes and reducing risks in the banking sector.OBJEKTIV OF THE RESEARCH. Purpose of this study is to examine the transformation of the banking sector in Ukraine in response to global economic and financial trends. By analyzing the adoption of digital technologies, such as P2P lending, the research aims to provide insights into how these innovations have contributed to the financing of SMEs, innovation, and information startups. Additionally, the study seeks to identify the challenges and opportunities associated with digitalization in the banking sector and offer recommendations for future development.METHODOLOGY OF SCIENTIFIC RESEARCH. The methodology of this scientific research will involve a comprehensive literature review to explore the existing literature on digitalization, P2P lending, and the banking sector in Ukraine. The study will also utilize quantitative data analysis to examine the impact of digital technologies on financing SMEs and startups. Additionally, interviews with key stakeholders in the banking sector will be conducted to gain insights into their experiences with digitalization and P2P lending.CONCLUSIONS AND PROSPECTS FOR FURTHER RESEARCH. In conclusion, the digitalization of the economy and society has led to significant changes in the banking sector in Ukraine. The adoption of technologies like P2P lending has enabled greater access to finance for SMEs, startups, and innovative projects. Moving forward, it is essential for banks to continue embracing digitalization, big data, and artificial intelligence to improve decision-making processes and reduce risks. Future research could focus on exploring the long-term impact of digital technologies on the banking sector in Ukraine and identifying strategies for sustainable growth and development. Additionally, studying the role of digitalization in promoting financial inclusion and social cohesion could provide valuable insights for policymakers and financial institutions.KEYWORDS: digitalization; innovation; transformation; banking; financial services; information technologies; internet banking; financial institutions.

Purpose:The purpose of the study is to study the modern trends of SMEs development in Georgia, sectoral structure, directions of diversification and transformation, the spread and implementation of approaches based on digital platforms, the identification of existing problems and the search for solutions. Theoretical framework:Based on many international and local studies, it is revealed that SMEs make a great contribution to the formation of a sustainable economy. Accordingly, there is a need to adapt to the changes facing the world and national economies and to make appropriate transformations to deal with the challenges. Design/methodology/approach: This study was carried out based on SME-related scientific articles and studies published by international organizations. In addition, with the methods of econometric analysis and empirical research, the factors affecting the production of small and medium-sized businesses were analyzed and identified, and the sectoral features were evaluated and the needs were identified. Findings: The study found that SMEs are represented in large numbers in traditional sectors, which are not characterized by high added value and with a high level of "spillover effect" in other sectors. There is a need to develop innovation-based industries, invest in human capital, and increase the capacity to use digital platforms. Research, Practical & Social implications: The provisions given in the study will be a recommendation for the better development of the SMEs small and medium business sector and for making appropriate decisions on the part of the government. Originality/value: The work is a complex study, where the sectoral structure of the small and medium business sector, shortcomings, factors affecting the growth of productivity, aspects of the influence of innovations and digital platforms are studied.

The implementation of the Industry 4.0 concept enables the flexibility, modularity and self-optimization of the manufacturing process. Process planning, placed in the value chain between construction and physical manufacturing, therefore, also demands digital transformation, while management of the transformation towards the new digital framework represents one of the most demanding challenges. Continuing the research on its structure and role within the smart factory, the main motivation for this work was to recognize the potential of the digital transformation of process planning elements, and to define the key dimensions that are essential for the readiness factor calculation and later transformational strategy formation, but also to recognize the current level of awareness of the Industry 4.0 concept among the process planners, along with the current use of its elements and key priorities for the transformation. The research has therefore been conducted in 34 Croatian metal machining companies, within which the influence of company size, level of education and familiarity with Industry 4.0 on final results and the stage of development have been investigated. The results have shown that the company size has a significant influence on the development stage and the use of certain elements wherein small and medium enterprises (SMEs) have already implemented certain digital elements, while they also tend to have a better fundamental infrastructure when using complex process planning methods, unlike others, which are still highly traditional. Organization and human resources have been ranked with the highest priority for change, while target goals for hardware and software have been set, with the managerial challenges of transformation defined and discussed.

The sharing economy is becoming increasingly popular in many sectors also thanks to the fact that not only young generation, but people of almost all ages are digitally literate, and therefore they readily participate in sharing economy practices. A very important part of their motivation comes from the knowledge that it is a great way to save money, but a no less important reason is the philosophical aspect, which is consistent with efforts to promote more sustainable consumption practices that prioritize access over ownership. The sharing economy has become a subject of interest not only among researchers and practitioners but also among policymakers and stakeholders who are concerned about the further extension of digital ecosystems. Fortunately, theorists from many fields, such as the commercial economy, gift economy, entrepreneurship, digital transformation, etc., pay due attention to this phenomenon. However, there is still room for focused exploration of this entrepreneurial and innovative approach from specific views in order to bring useful findings and insights on given issues. The intention of this study is to analyze the existing related literature and categorize sharing economy-based business models in relation to traditional business models. Potentially, this study can also contribute to a better understanding of the perspectives of the sharing economy in the transition of SMEs towards the Industry 4.0 paradigm.

Digitalization has caused a profound transformation of the retail sector, which is mainly represented by small and medium-sized businesses. Retail trade enterprises are increasingly mastering a hybrid approach to managing online and offline channels, which implies both physical communication with the buyer on the retail space, and the use of remote communication using digital technologies. Traditional retailers, small and medium-sized enterprises (SMEs) that adapt to digitalization can open up new opportunities, making a significant contribution to the country’s economy. The study is aimed at analyzing the development of SMEs, taking into account the advantages and problems of organizing online sales through e-commerce platforms. Special attention is paid to the specifics of the work of hybrid retail enterprises of small and medium-sized businesses. The key trends and features of the hybrid approach to retail trade are presented, which is being used by more and more individual entrepreneurs, micro, small and medium-sized enterprises in Russia and the world as a whole.

Learning outcomes Digital skills change management skills problem solving skills. Case overview/synopsis Al-Rumman Pharma is headquartered in Dubai, is an integrated international pharmaceutical company providing a wide range of pharmaceutical solutions to manufacture high quality and affordable generic medicines. It holds credibility amongst healthcare professionals and patients, across the Middle East and North African (MENA) markets. Their quality assurance is fostered by high levels of reliability and order fulfillment, which differentiates them from their competitors. Recently, they have been facing technology fatigue meant as an organization suffering from overwhelming options and choices in technology, this contributes to turbulent and confused states of mind when considering technology adaptation. This case evolves specifically from a procurement perspective, the pressure of high expectation and severe compliance clauses from key suppliers, particularly large corporations with monopolies in supplies who have the tendency to dominate and dictate terms to the small and medium enterprises (SMEs). For example, forcing SME’s to adopt specific technological frameworks to be trade partners. Another conflict is that while the SME’s do value the contribution of the procurement function, the shift from tactical to strategic mindset is not robust enough. Is this a dilemma? Ms Mary buyer at Al-Rumman Pharma, which is SME in operation, is facing challenges from key suppliers because of her tactical buying approach and adoption of multiple technological frameworks from various key suppliers, which are neither integrated nor compatible with each other. Her transition from traditional buying to a more strategic sourcing approach is what the need of the hour is. Prior information technology role was more as support at Al-Rumman Pharma and Chief Executive Officer Dr Mubeen Ahmad Khan did technology adopted decisions in isolation but today the company needs an integrative approach with forward thinking and also kept the legacy intact. Resistance to change was very inevitable once it was integrated. Complexity academic level This case has been particularly focused on undergraduates in the final semester of management courses, as well as masters level students specializing in supply chain and operation management courses. It is also for practitioner procurement and supply chain managers going for various supply chain management related certification courses. Students who have studied procurement management are most suitable to accomplish this case study. Executives pursuing a business program are also recommended to study this case. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 9: Operations and logistics.

Aim. To present an overview of the “Robot as a Service” concept in the context of robotization, to conduct an analytical study in the process of comparing the traditional robotization model and RaaS model, as well as to assess the potential of a technology corporation in the development of RaaS solutions for various sectors and subjects of the economy.Objectives. To assess the dynamics of e-commerce, warehouse logistics and their interdependence through the prism of digital transformation; to investigate the evolutionary emergence of the business model “As a Service”, including in relation to robotization; to compare the traditional model of robotization and RaaS model in terms of advantages, limitations and potential business scenarios; to analyze the practical relevance of implementing RaaS solutions for small and medium-sized enterprises (SMEs) and non-technology corporations.Methods. The methodological basis of the study was the analysis of professional and academic literature. Empirical analysis, expressed in the assessment of practical relevance of RaaS-concept, was carried out on the basis of reported data on the projects implemented in the industry.Results. In the era of e-commerce, robotization of warehouse logistics shows significant potential to improve efficiency. The implementation of robotic solutions is a challenge due to the high initial investment, which becomes particularly sensitive for SMEs. The RaaS concept is evolutionary in nature and provides an opportunity to grow their business more proactively by robotizing warehouse processes, and offers prospects for a new business segment to technology corporations as a RaaS service provider.Conclusions. The RaaS model is more competitive than the traditional robotization model, especially in the context of SMEs and non-technological representatives of medium and large businesses. Technology corporations with their own robotization division can not only use their robots independently, but also develop as a RaaS service provider. Both SMEs and large businesses can be users of this service. The spread of robotization will have a significant impact on the level of innovative development and, as a consequence, on the efficiency of activities in general. The study confirms the relevance and prospects of the RaaS concept in the field of warehouse logistics, as well as suggests a potential provider of RaaS services in Russia.

The growing consumer demand for unique products has made customization and personalization essential in manufacturing. This shift to low-volume, high-mix (LVHM) production challenges the traditional paradigms and creates difficulties for small and medium-sized enterprises (SMEs). Industry 5.0 emphasizes the importance of human workers and social sustainability in adapting to these changes. This study introduces a digital twin design tailored for LVHM production, focusing on the collaboration between human expertise and advanced technologies. The digital twin-based production optimization system (DTPOS) uses an intelligent simulation-based optimization model (ISOM) to balance productivity and social sustainability by optimizing job allocation and scheduling. The digital twin model fosters a symbiotic relationship between human workers and the production process, promoting operational excellence and social sustainability through local innovation and economic growth. A case study was conducted within the context of a printed circuit board assembly (PCBA) using surface mount technology to validate the digital twin model’s efficacy and performance. The proposed DTPOS significantly improved the performance metrics of small orders, reducing the average order processing time from 19 days to 9.59 days—an improvement of 52.63%. The average order-to-delivery time for small orders was 19.47 days, indicating timely completion. These findings highlight the successful transformation from mass production to mass personalization, enabling efficient production capacity utilization and improved job allocation and scheduling. By embracing the principles of Industry 5.0, the proposed digital twin model addresses the challenges of LVHM production, fostering a sustainable balance between productivity, human expertise, and social responsibility.

Digitalisation and Industry 4.0 is changing the landscape of traditional industries and how they operate. Regulation, sustainability and staff shortages are challenging companies to alter their behaviour and business processes. It is now becoming essential for small to medium size enterprises (SMEs) to adapt to this change. This paper showcases how digitalisation can help with these new requirements by examining a case study with specific interest in collecting, monitoring and analysing data. The application was created for an SME registered in Ireland, and it will be used to showcase the difference between normal coding and low code development in the creation of these apps. This comparison is important because low code development will become essential for organisations in order to create novel IT-based approaches that will be used for the digital transformation of their specific business. Along with describing and reflecting on this process, we will also explain how this application is linked with the Sustainable Development Goals (SDGs) and how companies can integrate these goals in their business and IT choices.

Traditional mosaic art has undergone substantial changes in its visual expression. One of them is the sequential mosaic art of the Legend of Sangkuriang in digital media, where its application uses a glass screen. The purpose of this study is to explore the influence of adaptation on the sequential mosaic art of the Sangkuriang Legend and its implications in contemporary culture. The research method used is a descriptive qualitative method that involves historical and technical studies on the development of mosaic art, digital mosaic design, and the process of digital adaptation with the content of the saga story of the Sangkuriang legend. Data collection techniques are in the form of documentation and literature studies. Data analysis was carried out with a descriptive qualitative approach to understand the impact of digital transformation and adaptation on mosaic art. The results of the study show that it creates a more dynamic and interactive visual experience. The creation of artworks allows artists to incorporate digital elements such as animation and dynamic visual effects in mosaic artwork. The positive response from visitors shows interest in innovation and a better understanding of the changing art of mosaic through digital technology. In conclusion, the sequential transformation of mosaic art in digital media is an important development in contemporary fine art. This opens up new opportunities for educational spaces, artistic expression, cultural promotion, and cultural heritage preservation. This research provides important insights into these changes and encourages further exploration in mosaic art in the ever-evolving digital age, especially in Indonesia.Keywords: transformation, mosaic, Sangkuriang, digital, cultureAbstrakSeni mozaik tradisional telah mengalami perubahan substansial dalam ekspresi visualnya. Salah satunya adalah seni mozaik sekuensial Legenda Sangkuriang dalam media digital, dimana penerapannya menggunakan layar kaca. Tujuan penelitian ini adalah untuk mendalami pengaruh adaptasi terhadap seni mozaik sekuensial Legenda Sangkuriang dan implikasinya dalam budaya kontemporer. Metode penelitian yang digunakan adalah metode kualitatif deskriptif yang melibatkan studi historis dan teknis tentang perkembangan seni mozaik, perancangan mozaik digital, dan proses adaptasi digital dengan konten cerita hikayat legenda Sangkuriang. Teknik pengumpulan data berupa dokumentasi dan studi pustaka. Analisis data dilakukan dengan pendekatan kualitatif deskriptif untuk memahami dampak transformasi dan adaptasi digital terhadap seni mozaik. Hasil penelitian menunjukkan menciptakan pengalaman visual yang lebih dinamis dan interaktif. Penciptaan karya seni memungkinkan seniman menggabungkan elemen-elemen digital seperti animasi dan efek visual yang dinamis dalam karya seni mozaik. Respons positif dari pengunjung menunjukkan minat terhadap inovasi dan pemahaman yang lebih baik tentang perubahan seni mozaik melalui teknologi digital. Kesimpulannya, transformasi seni mozaik sekuensial dalam media digital adalah perkembangan penting dalam seni rupa kontemporer. Ini membuka peluang baru untuk ruang pendidikan, ekspresi seni, promosi budaya, dan pelestarian warisan budaya. Penelitian ini memberikan wawasan penting tentang perubahan ini dan mendorong eksplorasi lebih lanjut dalam seni mozaik dalam era digital yang terus berkembang khususnya di Indonesia.Kata kunci : transformasi, mozaik, Sangkuriang, digital, budaya.Authors:Deden Maulana A : Universitas WidyatamaMarisa Astuti : Universitas WidyatamaM. Firdaus Benyamin : Universitas WidyatamaReferencesAnggakarti, D. M. (2023). TRANSFORMASI LEGENDA SANGKURIANG DALAM SEKUENSIAL MOZAIK DIGITAL. ICHES: International Conference on Humanity Education and Society, 2(1), 11.Busch, T., & Shepherd, T. (2014). Doing well by doing good? Normative tensions underlying Twitter’s corporate social responsibility ethos. Convergence, 20(3), 293–315. https://doi.org/10.1177/1354856514531533Devi, B. I. (2014). MOZAIK SEBAGAI MEDIA PENINGKATAN KEMAMPUAN MOTORIK HALUS ANAK TUNAGRAHITA RINGAN KELAS 1 SDLB-C SLB NEGERI 2 YOGYAKARTA. UNIVERSITAS NEGERI YOGYAKARTA.Hasnawati, H., & Anggraini, D. (2018). Mozaiksebagai Sarana Pengembangan Kreativitas Anak Dalam Pembelajaran Seni Rupamenggunakan Metode Pembinaan Kreativitas Dan Keterampilan. Jurnal PGSD, 9(2), 226–235. https://doi.org/10.33369/pgsd.9.2.226-235Hermawan Wicaksono, H., & Nur Wijayani, Q. (2024). Kritik Sosial Melalui Kesenian: Analisis Mahasiswa Universitas Trunojoyo Madura dalam Konteks Kontemporer. Harmoni: Jurnal Ilmu Komunikasi Dan Sosial, 2(1), 21–30. https://doi.org/10.59581/harmoni-widyakarya.v2i1.2296Murfianti, F., Sos, S., Med, M., & Kom, N. (2019). Hak Cipta Dan Karya Seni Di Era Digital Institut Seni Indonesia (Isi) Surakarta. 6867, 15.Nagy, P., & Koles, B. (2014). The digital transformation of human identity: Towards a conceptual model of virtual identity in virtual worlds. Convergence, 20(3), 276–292. https://doi.org/10.1177/1354856514531532Pasaribu, M. E., & Atmojo, W. T. (2023). Puzzle Sebagai Sumber Inspirasi Penciptaan Motif Batik. Gorga : Jurnal Seni Rupa, 12(1), 01. https://doi.org/10.24114/gr.v12i1.39438Revondya, F. P. (2011). Street Art Gallery Di Yogyakarta. 16–69. http://e-journal.uajy.ac.id/2223/Sherer, S. A., Meyerhoefer, C. D., & Peng, L. (2016). Applying institutional theory to the adoption of electronic health records in the U.S. Information and Management, 53(5), 570–580. https://doi.org/10.1016/j.im.2016.01.002Trantopoulos, K., Von Krogh, G., Wallin, M. W., & Woerter, M. (2017). External knowledge and information technology: Implications for process innovation performance. MIS Quarterly: Management Information Systems, 41(1), 287–300. https://doi.org/10.25300/MISQ/2017/41.1.15Yao, Q., Tang, H., Boadu, F., & Xie, Y. (2023). Digital Transformation and Firm Sustainable Growth: The Moderating Effects of Cross-border Search Capability and Managerial Digital Concern. Journal of the Knowledge Economy, 14(4), 4929–4953. https://doi.org/10.1007/s13132-022-01083-xYing-Yu, K. C., Yi-Long, J., & Yu-Hsien, W. (2016). Effect of Digital Transformation on Organisational Performance of SMEs: Evidence from the Taiwanese Textile Industry’s Web Portal. In Internet Research (Vol. 26, Issue 1).

In current conditions of digital transformation and difficulties in accessing traditional financing, alternative sources of finance acquire particular importance. At the same time, the knowledge regarding the alternative finance market in developing countries is yet in its infancy, with little evidence of the effects of the Covid-19 pandemic on the alternative finance market in the Republic of Moldova. Therefore, the article aims to explore financing alternatives for enterprises in the Republic of Moldova and determine the effects of the Covid-19 pandemic on the alternative finance market. Additionally, there were analysed data from other reference countries. In order to achieve the objective of the study, a mixed research approach, based on both primary and secondary data, was used: analysis of statistical data, international rankings, comparison, synthesis, deduction, as well as a questionnaire-based survey designed for small and medium-sized enterprises. SMEs have proven to be vulnerable to crises. The alternative finance market in the Republic of Moldova was analysed, showing that despite a rise in recent years, alternative sources of financing are still poorly developed. The study shows that enterprises face the biggest problems in accessing venture capital, financing on the securities market and use of electronic platforms to attract funding (crowdfunding, cryptocurrencies, etc.). At the same time, there was registered an improvement in accessing crowdfunding since the beginning of the pandemic. Generally, obtained results are essential for further research, practitioners and in determining measures to facilitate access to finance.

International Journal of Innovation - IJI completes 7 yearsInternational Journal of Innovation - IJI has now 7 years old! In this editorial comment, we not only want to talk about our evolution but get even closer to the IJI community. It is our first editorial comment, a new IJI's communication channel. Some of the changes are already described on our website.IJI is an innovation-focused journal that was created to support scientific research and thereby contribute to practice. Also, IJI was born internationally, receiving and supporting research from around the world. We welcome articles in Portuguese, English, and Spanish.We have published eight volumes in IJI since 2013, totaling 131 articles. Our journal is indexed in: Dialnet and Red Iberoamericana de Innovación y Conocimiento Científico; Ebsco Host; Erih Plus; Gale - Cengage Learning; Latindex; Proquest; Redalyc; Web of Science Core Collection (Emerging Sources Citation Index), among others. We provide free access “open access” to all its content. Articles can be read, downloaded, copied, distributed, printed and / or searched.We want to emphasize that none of this would be possible without the authors that recognized in IJI a relevant journal to publicize their work. Nor can we fail to mention the tireless and voluntary action of the reviewers, always contributing to the articles' improvement and skilling up our journal, more and more.All editors who passed through IJI have a fundamental role in this trajectory. And, none of this would be possible without the editorial team of Uninove. Everyone who passed and the current team. We want to express that our work as current editors of IJI would not be possible without you. Changes in the Intenational Journal of Innovation – IJIAs we mentioned earlier, IJI was born in 2013. And, over time, we are improving its structure always to improve it. In this section, we want to show some changes we made. We intend that editorial comments become a communication channel and that they can help our readers, authors, and reviewers to keep up with these changes.Although IJI is a comprehensive Innovation journal, one of the changes we want to inform you is that now, at the time of submission, the author will choose one of the available topics that best suit your article. The themes are: Innovative Entrepreneurship; Innovation and Learning; Innovation and Sustainability; Internationalization of Innovation; Innovation Systems; Emerging Innovation Themes and; Digital Transformation. Below, we present each theme so that everyone can get to know them:Innovative Entrepreneurship: emerging markets provided dynamic advantages for small businesses and their entrepreneurs to exploit the supply flows of resources, capacities, and knowledge-based on strategies oriented to the management of innovation. Topics covered in this theme include, for example: resources and capabilities that support innovative entrepreneurship; innovation habitats (Universities, Science and Technology Parks, Incubators and Accelerators) and their influences on the development of knowledge-intensive spin-offs and start-ups; open innovation, triple/quadruple helix, knowledge transfer, effectuation, bricolage and co-creation of value in knowledge-intensive entrepreneurship ecosystems; and adequate public policies to support innovative entrepreneurship.Innovation and Learning: discussions on this topic focus on the relationship between learning and innovation as topics with the potential to improve teaching and learning. They also focus on ways in which we acquire knowledge through innovation and how knowledge encourages new forms of innovation. Topics covered in this theme include, for example: innovative projects for learning; innovation-oriented learning; absorptive capacity; innovation in organizational learning and knowledge creation; unlearning and learning for technological innovation; new learning models; dynamics of innovation and learning; skills and innovation.Innovation and Sustainability: discussions on this topic seek to promote the development of innovation with a focus on sustainability, encouraging new ways of thinking about sustainable development issues. Topics covered in this theme include, for example: development of new sustainable products; circular economy; reverse logistic; smart cities; technological changes for sustainable development; innovation and health in the scope of sustainability; sustainable innovation and policies; innovation and education in sustainability and social innovation.Internationalization of Innovation: the rise of developing countries as an innovation center and their new nomenclature for emerging markets have occupied an important place in the international research agenda on global innovation and Research and Development (RD) strategies. Topics covered in this theme include, for example: resources and capabilities that support the internationalization of innovation and RD; global and local innovation and RD strategies; reverse innovation; internationalization of start-ups and digital companies; development of low-cost products, processes and services with a high-value offer internationalized to foreign markets; innovations at the base of the pyramid, disruptive and/or frugal developed and adopted in emerging markets and replicated in international markets; institutional factors that affect firms' innovation efforts in emerging markets.Innovation Systems: regulation and public policies define the institutional environment to drive innovation. Topics include industrial policy, technological trends and macroeconomic performance; investment ecosystem for the development and commercialization of new products, based on government and private investments; investment strategies related to new companies based on science or technology; Technology transfer to, from and between developing countries; technological innovation in all forms of business, political and economic systems. Topics such as triple helix, incubators, and other structures for cooperation, fostering and mobilizing innovation are expected in this section.Emerging Themes: from the applied themes, many emerging problems have a significant impact on management, such as industry 4.0, the internet of things, artificial intelligence or social innovations, or non-economic benefits. Intellectual property is treated as a cognitive database and can be understood as a technological library with the registration of the product of human creativity and invention. Social network analysis reveals the relationships between transforming agents and other elements; therefore, encouraged to be used in research and submitted in this section. The theoretical field not fully developed is not a barrier to explore any theme or question in this section.Digital Transformation: this interdisciplinary theme covers all the antecedents, intervening, and consequent effects of digital transformation in the field of technology-based companies and technology-based business ventures. The technological innovator (human side of innovation) as an entrepreneur, team member, manager, or employee is considered an object of study either as an agent of innovation or an element of the innovation process. Digital change or transformation is considered as a process that moves from the initial status to the new digital status, anchored in the theories of innovation, such as adoption, diffusion, push / pull of technology, innovation management, service innovation, disruptive innovation, innovation frugal innovation economy, organizational behavior, context of innovation, capabilities and transaction costs. Authors who submit to IJI will realize that they now need to make a structured summary at the time of submission. The summary must include the following information:(maximum of 250 words + title + keywords = Portuguese, English and Spanish).Title.Objective of the study (mandatory): Indicate the objective of the work, that is, what you want to demonstrate or describe.Methodology / approach (mandatory): Indicate the scientific method used in carrying out the study. In the case of theoretical essays, it is recommended that the authors indicate the theoretical approach adopted.Originality / Relevance (mandatory): Indicate the theoretical gap in which the study is inserted, also presenting the academic relevance of the discipline.Main results (mandatory): briefly indicate the main results achieved.Theoretical-methodological contributions (mandatory): Indicate the main theoretical and / or methodological implications that have been achieved with the results of the study.Social / managerial contributions (mandatory): Indicate the main managerial and / or social implications obtained through the results of the study.Keywords: between three and five keywords that characterize the work. Another change regarding the organization of the IJI concerns the types of work. In addition to the Editorial Comment and Articles, the journal will include Technological Articles, Perspectives, and Reviews. Thus, when submitting a study, authors will be able to choose from the available options for types of work. Throughout the next issues of the IJI, in the editorial comments, we will pass on pertinent information about every kind of work, to assist the authors in their submissions.Currently, the IJI is available to readers with new works three times a year (January-April; May-August; September-December) with publications in English, Portuguese and Spanish. From what comes next, we will have some changes in the periodicity. Next stepsAs editors, we want the IJI to continue with a national and international impact and increase its relevance in the indexing bases. For this, we will work together with the entire editorial team, reviewers, and authors to improve the work. We will do our best to give full support to the evaluators who are so dedicated to making constructive evaluations to the authors. We will also support authors with all the necessary information.With editorial comments, we intend to pass on knowledge to readers, authors, and reviewers to improve the articles gradually. We also aim to support classroom activities and content.Even with the changes reported here, we continue to accept all types of work, as long as they have an appropriate methodology. We also maintain our scope and continue to publish all topics involving innovation. We want to support academic events on fast tracks increasingly. About the articles in this edition of IJIThis issue is the first we consider the new organization of the International Journal of Innovation - IJI. We started with this editorial comment talking about the changes and improvements that we are making at IJI—as an example, showing the reader, reviewer, and author that the scope remains the same. However, at the time of submission, the author has to choose one of the proposed themes and have a mandatory abstract structured in three languages (English, Portuguese, and Spanish).In this issue, we have a section of perspectives that addresses the “Fake Agile” phenomenon. This phenomenon is related to the difficulties that companies face throughout the agile transformation, causing companies not to reach full agility and not return to their previous management model.Next, we publish the traditional section with scientific articles. The article “Critical success factors of the incubation network of enterprises of the IFES” brings critical success factors as the determining variables to keep business incubators competitive, improving their organizational processes, and ensuring their survival. Another published article, “The sharing economy dilemma: the response of incumbent firms to the rise of the sharing economy”, addresses the sharing economy in terms of innovation. The results of the study suggest that the current response to the sharing economy so far is moderate and limited. The article “Analysis of the provision for implementation of reverse logistics in the supermarket retail” made it possible to observe that through the variables that define retail characteristics, it is not possible to say whether a supermarket will implement the reverse logistics process. And the article “Capability building in fuzzy front end management in a high technology services company”, whose main objective was to assess the adherence among Fuzzy Front End (FFE) facilitators, was reported in the literature its application in the innovation process of a company, an innovative multinational high-tech services company.We also published the article “The evolution of triple helix movement: an analysis of scientific communications through bibliometric technique”. The study is a bibliometric review that brings essential contributions to the area. This issue also includes a literature review entitled “Service innovation tools: a literature review” that aimed to systematically review the frameworks proposed and applied by the literature on service innovation.The technological article “A model to adopt Enterprise Resource Planning (ERP) and Business Intelligence (BI) among Saudi SMEs”, in a new IJI publication section, addresses the main issues related to the intention to use ERPBI in the Saudi private sector.As we mentioned earlier in this editorial, IJI has a slightly different organization. With the new format, we intend to contribute to the promotion of knowledge in innovation. Also, we aim to increasingly present researchers and students with possibilities of themes and gaps for their research and bring insights to professionals in the field.Again, we thank the reviewers who dedicate their time and knowledge in the evaluations, always helping the authors. We wish you, readers, to enjoy the articles in this issue and feel encouraged to send your studies in innovation to the International Journal of Innovation - IJI.

PurposeThis paper aims to provide insights regarding the state of the art of digital transformation for small- and medium-sized enterprises (SMEs) in Egypt and propose avenues for future research.Design/methodology/approachA proposed framework for the digitization process in SMEs is developed by providing three layers of working steps toward full automation. The paper also provides an extensive analysis of the main requirements for improving the existing traditional information systems' performance in these enterprises. The challenges of digital transformation and the future research direction are discussed as well.FindingsThis paper provided an overview of the importance of digital transformation in real-life applications. The role of the information systems in building a digitalized information processing environment is covered as well. Also, a framework for the shifting process from the traditional approaches to the digitalized systems is proposed. Besides, the paper overviewed the future research directions related to digital transformation in SMEs, especially in Egypt. These research directions are related to technical challenges during the digital transformation process, such as cybersecurity, big data analytics and multimodality data.Originality/valueDespite the significant governmental and institutions' steps toward full automation and digital transformation, the traditional information systems, infrastructures, and unequipped employees make the digitizing process on-the-fly an open challenge. A technology shift that is not supported by a similar cultural change threatens digital business initiatives and increases the risk of their failure. This paper aims to provide insights regarding the state of the art of digital transformation for SMEs in Egypt and propose avenues for future research.

AbstractIn today’s rapidly evolving business landscape, digital transformation has become synonymous with the strategic integration of cloud computing, mobile internet, social media, and big data. This paradigm shift has reshaped traditional business models, presenting organizational challenges and opportunities. Small and medium-sized enterprises (SMEs), in particular, face a unique set of obstacles as they navigate the complexities of this digital revolution. This research paper delves into the intricacies of digital transformation within the SME context. It acknowledges the significance of this transformation for enhancing core competencies and sustainable development, emphasizing the convergence of business strategy and technological advancement. To provide a comprehensive understanding, this study employs bibliometric analysis using CiteSpace, shedding light on underappreciated procedures, steps, and data related to SMEs’ digital transformation. A systematic literature review extracts a theoretical framework, offering valuable insights and guidance for SMEs operating in an increasingly digitalized business environment. The research contributes to the ongoing global discussion on digital transformation and highlights differences and similarities across various research domains. It identifies thematic clusters such as “Digital transformation of SMEs,” “Industry 4.0,” “Adoption paths,” and “Business model,” revealing trends, themes, and shifts in studying digital transformation in SMEs worldwide. This paper provides a valuable synthesis of previous research accomplishments, offering theoretical implications for academia and practical managerial insights. It emphasizes the importance of collaborative mechanisms and research networks, fostering knowledge exchange and driving innovation in the field of digital transformation for SMEs, both nationally and internationally.

The development of digital technology has affected all aspects of life including SMEs. SMEs in the digital era have developed well, but the reality of digital transformation does need a process of adaptation and not all business fields are able to adjust to digitalization. The purpose of this study is to map influential concepts related to digital transformation in Small and Medium Enterprises (SMEs) through conducting a systematic literature review and finding a better understanding of current knowledge. The systematic process has resulted in the final count of 10 journals from Emerald Insight. The method used is PRISMA, which is further studied and the results analyzed qualitatively. The results of a review in 10 (ten) journals by reviewing literature from the last month, showed that the majority gave a good response in the digital transformation process and some in addition mentioned enough or less. This means that there are differences in process improvement and capabilities in terms of digital development and traditional production.

Digitalization is a must to maintain business consistency In the era of pandemics and technological advance. The culinary sector in Langsa City continues to grow, with a wide market ranging from students, students, and households, to industry causing several culinary destinations such as traditional and modern cafes to gain public interest. This study aims to analyze 1) How to adapt the digital transformation of SMEs in the culinary sub-sector in Langsa City, and 2) How is the creativity of the culinary sub-sector actors in the digital transformation adaptation period. This research method was descriptive and quantitative. The respondents of this research are one hundred people who are culinary consumers of Langsa city. Two aspects were measured in the research: digital transformation and innovation carried out by culinary SMEs. The results show that the Culinary SMEs in Langsa City has adapted to digital transformation in their business well. Culinary SMEs show that they have been innovating and being creative in the products offered. Product innovations ranging from taste, packaging, size, and so on are considered quite good and competitive, this shows that SMEs can adapt to compete in the culinary subsector

PurposeThe digital transformation under Industry 4.0 is complex and resource-intensive, making a strategic digitalization guideline vital to small and medium-sized enterprises' success in the Industry 4.0 transition. The present study aims to provide manufacturing small and medium-sized enterprises (SMEs) with a guideline for digital transformation success under Industry 4.0.Design/methodology/approachThe study first performed a content-centric literature review to identify digital transformation success determinants. The study further implemented interpretive structural modeling to extract the order at which the success determinants should be present to facilitate the SMEs’ digital transformation success optimally. The interpretive model and interpretive logic knowledge base matrix were also used for developing the digital transformation guideline.FindingsEleven success determinants are vital to SMEs’ digital transformation efforts. For example, results revealed that external support for digitalization is the first step in ensuring digital transformation success among SMEs, while operations technology readiness is the most inaccessible success determinant.Research limitations/implicationsThe study highlights the degree of importance of the 11 success determinants identified, which magnifies each determinant's strategic priority based on its driving power and dependence power. Theorizing the dependent variable of “digital transformation success” and quantitatively measuring the extent to which each success determinant contributes to explaining “digital transformation success” offers an exciting opportunity for future research.Practical implicationsDigital transformation success phenomenon within the Industry 4.0 context is significantly different from the digitalization success concept within the traditional literature. The digital transformation under Industry 4.0 is immensely resource-intensive and complex. Smaller manufacturers must have specific capabilities such as change management and digitalization strategic planning capability to reach a certain degree of information, digital, operations and cyber maturity.Originality/valueThe digital transformation success guide developed in the study describes each success determinants' functionality in relation to other determinants and explains how they might contribute to the digital transformation success within the manufacturing sector. This guide enables smaller manufacturers to better understand the concept of manufacturing digital transformation under Industry 4.0 and devise robust strategies to steer their digital transformation process effectively.

In Sri Lanka, over 75% of enterprises are small and medium-sized enterprises (SMEs), and they generate 52% of the country's GDP and are essential to the country's economy (Kulasinghe et al., 2018). Cutting-edge competition, limited supply and price control, and resource constraints are just a few of the challenges Sri Lankan SMEs face in developing and expanding. Due to their lack of access barriers, cost reduction efforts, and rigid customer and supplier relationships, SMEs find acquiring traditional competitive advantages like differentiation or pricing challenging. To adapt their business models and strategies in response, many companies are experiencing a digital transformation. This article examines how SMEs might use digital transformation as a strategic effort to meet these issues. The report outlines the potential advantages of digital transformation for SMEs in Sri Lanka and indicates areas that need more study through a thorough literature analysis. The study uses a concept paper format, focuses on empirical data, and mainly analyzes Sri Lanka's SME market. The article's conclusion outlines potential paths for study and research in this area.

The COVID-19 pandemic has forced SMEs to be able to innovate and transform their businesses into business digitization. It certainly changes the traditional way of selling with an online system. This study aims to analyze the perception of SMEs toward digitalization in business, marketing strategies, and SMEs interest in digital marketing. This research method used is the descriptive quantitative method. Data collection was done using a Google survey. The study results showed that SMEs’ perception toward business digitization was excellent, as its easier for the sellers and buyers to make transactions without meeting. Business digitization can increase revenue turnover, have clearer operating hours, and make it easier to recap sales results. However, SMEs are still in the transition stage to online marketing. Some who have digitized their business prefer ads on free social media. Some still use the traditional method of distributing posters and pamphlets. The interest of SME actors is very high, but it is not followed by effective practice. Keywords: business, digitalization transformation, perception, small medium enterprise

PurposeThe purpose of this study is to identify the determinants that could impact corporate digital entrepreneurship for the small and medium enterprises (SMEs) of India. The study also investigates the moderating role that adopting artificial intelligence (AI)-customer relationship management (CRM) capability and strategic planning has in corporate digital entrepreneurship.Design/methodology/approachWith the inputs from literature and theories, a model has been developed conceptually. The model has been validated by partial least squares structural equation modeling technique with consideration of 315 usable respondents. The effects of the moderators have also been investigated by multigroup analysis.FindingsThe study highlights that perceived usefulness, perceived ease of use and willingness to change significantly impact corporate digital entrepreneurship for the SMEs of India. The study also highlights that the two moderators have significant impacts on the relationships between corporate digital entrepreneurship and its predictors.Research limitations/implicationsThis study has developed a unique model, which provides effective inputs to the entrepreneurs of SMEs of emerging economies. These inputs will help entrepreneurs to frame their policies to improve the existing traditional practices and processes that could be transformed into more digitalization for improving efficiency of their corporate digital entrepreneurial activities.Originality/valueThere are no studies which investigated how perceived usefulness, perceived ease of use and willingness to change could impact corporate digital entrepreneurship with the moderating effects of adoption of AI-CRM capability and strategic planning, as concerns SMEs of emerging economies. In this regard, this study is deemed to be a unique attempt.

In the digital era, many small and medium-sized enterprises (SMEs) face the challenge of relying on digital platforms to enhance their innovative business models. This article examines the impact of digital platforms on the creation of innovative business models for SMEs. The aim is to identify intermediary mechanisms for reconfiguring the capabilities of digital platforms to foster innovative SME business models. The paper provides an analysis of various definitions of "digital platform" and argues that these platforms are based on algorithmic mechanisms, mutual benefit among stakeholders, a unified information environment, and the effect of reducing transaction costs. It interprets a digital platform for entrepreneurship as an information and communication system aimed at supporting entrepreneurial activities and providing diverse tools, services, and opportunities for entrepreneurs to facilitate the launch, management, and development of their businesses. The article explores the peculiarities of traditional business models (such as direct product sales, franchising, advertising-based models, etc.) and their potential transformation into modern business models (digital platforms, subscription economy model, content subscription model, etc.). The key characteristics of a digital platform for entrepreneurship are identified, including e-commerce, marketplaces, analytics and management tools, community and network utilization, and integration with other services. The study investigates intermediary mechanisms for reconfiguring SME business models, defining these processes as ways for digital platforms to coordinate interactions among various economic participants. It establishes that digital platforms can offer SMEs a range of intermediary mechanisms, including marketing, operational, financial, and informational mechanisms. Furthermore, the paper substantiates the possibilities of reconfiguring traditional SME business models and transforming them into contemporary ones through the reconfiguration of capabilities, value chain innovations, access to new markets, and process digitization.

Purpose The economic crisis triggered by the COVID-19 pandemic has had significant consequences on the activities of companies worldwide. This study aims to unveil how open innovation fostered business model innovation in small and medium enterprises (SMEs) during the pandemic. Design/methodology/approach The research adopts a qualitative approach, involving a multiple case study methodology, and focusses on six SMEs operating in various traditional sectors. Findings The findings highlight the impact of the external stimulus, COVID-19, on business model innovation and the key role of open innovation management in pursuing the business model innovation, which may also involve a digital transformation. Originality/value While some studies have examined how the pandemic has fostered business model transformation, to the best of the authors’ knowledge, this is the first study analysing the pivotal role of open innovation in driving business model innovation during challenging times, such as the COVID-19 pandemic.

Fintech is the application of technology in financial services, combining techniques such as hardware, software, and cloud with a financial platform like Banks, NBFCs, wealth management firms etc. The traditional banking system is going through a digital transformation with the help of these Fintech companies. These companies are acting as game changer by designing innovative digital platforms, with the common end goal of enhancing financial inclusion of SMEs. Small & Medium Enterprises (SMEs) are the engine that drives the economy and contributes to the GDP in India. These entities do not have access to easy finance due to issues like lack of collateral and credit history. Traditional financial institutions adopt a cautious process when make small-unsecured loans and moreover they prefer loans only against collateral. So there is a greater need for adequate financial support for small and medium enterprises. However, Banks are partnering with FinTech firms and are taking the entire process online to reduce the transaction cost and turnaround time. They are looking for alternative sources of data to measure the creditworthiness of SMEs. This has led to the emergence of a new sector known as alternative lending, which is essentially an online platform for lenders (retail or institutional) to lend directly to borrowers (individual or corporate). While traditional organizations evaluate balance sheets, P&L statements and other documents of the business, Fintech platforms use AI and advanced machine learning algorithms to rate the SME’s creditworthiness. Fintech platforms lay specific importance to digital data available in an ecosystem like bank transactions, cash flow, and importance is given to company ratings from credit reporting agencies. This research paper talks about how the fintech firms are contributing towards the financial inclusion of SMEs by introducing them with various financial products and a digital lending platform. It looks at the opportunities available to the Fintech sector as well as the challenges faced by them. It is a qualitative study based on an open questionnaire format. The study further looks at the specific needs of the SME sector regarding financing and how Fintech companies are bridging the gap of financing for these SMEs.

AbstractGlobally, operational capabilities of small and medium enterprises (SMEs) have been immensely affected by the COVID-19 pandemic, forcing many companies to use technology and innovation rather than the more traditional methods of operations. As the extent to which SMEs’ adoption of technological tools is still unknown, this study assesses the technological transformations and the challenges facing SMEs during the pandemic. It also evaluates the levels of customers satisfaction and future technological innovation plans in SMEs. Using quantitative and qualitative primary date, we empirically examine how COVID-19 lockdowns accelerated technology use in Omani SMEs and test eight hypotheses applying paired t test and Pearson’s correlation. Although the impact of the COVID-19 pandemic has been globally felt, this study focuses on the effect of the pandemic on SMEs operating in the logistics and supply chain sector in the Sultanate of Oman. The primary data used was collected through the survey questionnaire and interviews with business owners and company executives covering the period 2020–2021. The results show strong correlations between technology use before and during COVID-19; technology use during COVID-19 and in future; and technology use before COVID-19 and in future. They also reveal that technology adoption has been a successful persistence strategy during the pandemic and that highly digitized SMEs are more likely to adopt industry 4.0 technology. The findings are expected to have practical implications for policy making by investing and developing digital infrastructure to accelerate digital transformation, while company executives appreciating the requirements and benefits of adopting innovation and technology solutions to remain competitive. We acknowledge the limitation of our study to only SMEs in the Sultanate of Oman and within a short period of time during the COVID-19 pandemic. This makes it hard to generalize our findings; hence, we recommend further research in other business sectors and countries in the post-pandemic to corroborate our findings and compare outcomes. To the best of the authors' knowledge, no research has been done on SMEs that consider technological transformation during COVID-19. The study will advance knowledge of the development and adoption of technology in SMEs, as well as their impacts on productivity and efficiency.

Abstract This paper combines the DEA-Malmquist index model and the fsQCA method, and applies them together in studying the exploration of digital transformation paths of small and medium-sized enterprises. First, the data of a traditional company from 2018 to 2022 is selected as the initial research sample, and the data of the sample enterprise is organized. Then, according to the data type of each condition and result, the data were converted into affiliation scores by applying the direct calibration method. The calibrated data were entered into the fsQCA 3.0 software for the necessary conditions test, and the sufficiency antecedent group state analysis was performed for high-level digital transformation. Finally, the performance of enterprises after digital transformation was analyzed in terms of 2 aspects: profitability and operational capacity. The results show that there are 4 paths of high-level digital transformation for SMEs: aspiring firm-led, aspiring government-led, aspiring firm-against-against-against-government synergistic and aspiring firm-against-efficient-market synergistic. The operating margin of transformed enterprises is significantly higher than that of non-transformed and the industry average, with a minimum value of 6.51% in 2021, which is much higher than that of non-transformed. The operating cycle of pre-transformation firms stays at 100-240 days in 2018-2022, which is significantly higher than the level of 80-100 days in the post-transformation period.