In the digital economy era, small service business struggle to compete in a rapidly changing and dynamic market. Therefore, through digital transformation (DT), small service business seek to increase their competitive advantage, improve business performance, and achieve business growth. Having limited resources and capabilities, small service business must deal with several barriers and challenges. This study aims to discover the barriers, and the roles of government, for digital transformation in small service business. This study applied a qualitative approach involving semi-structured in-depth interviews with top management of small service business. Then, we employed the content analysis method to examine interview data and construct a model. This research reveals four main barriers to digital transformation in small service business: lack of funding, lack of digital capability, lack of human resources, and technical barriers. We found there are four government roles for supporting digital transformation in small service business: build a digital platform for small service business, promote mobile/digital payment, provide digital training, and build a digital collaboration ecosystem. Additionally, based on this study’s findings, a model for barriers and government support of digital transformation in small service business is presented. This study contributes to the conceptual framework and management implications in the digital transformation field. The study’s findings provide insights to practitioners and suggest that the government could alter the current policies and programs to support digital transformation in small service business.

Micro-enterprises are critical to the national economy in many countries, although they have many limitations. Therefore, governments have proposed many policies and programs to generate and enhance micro-enterprises’ growth to assure national economies’ growth and sustainability. This study evolves an index to evaluate growth in science and technological innovation among micro-enterprises that participated in collaborative innovation through a counselling program. The results not only define growth indicators through a literature review but also examine evidence of growth among 10 micro-enterprises through interviewing subjects located in various regions in Taiwan and related to different industries. This study uses multiple case study methods and data statistics to verify growth indicators; this reveals that micro-enterprises focusing on collaborative technological innovation demonstrated an increasing trend toward this study’s chosen growth indicators in a majority of cases. According to the survey results, nine indicators lead to positive growth. Finally, after establishing growth assessment indicators, the data collected from an empirical investigation proves the indicators’ credibility. The study then discusses the chosen cases’ experiences with growth and presents managerial implications.

Cultural heritage plays an important role in the creation of creative cities, giving them a new lease of life and generating employment opportunities and local economies in the process. The revitalisation and development of cultural heritage and intangible cultural heritage have become a major part of national development policies worldwide. This study adopts a multiple case analysis approach. Four cultural heritages of three destinations in East Asia (Hong Kong, Macau and Taiwan) were selected as case studies because they have all adopted a public–private partnership approach to the conservation and reuse of historic buildings. In this study, semi-structured interviews were conducted and secondary data collected from a variety of sources to bring the findings of this study closer to the practical development of cultural heritage. Base on Five Forces analysis, we propose an “Extended Five Forces” model of cultural heritage. The new component, i.e., historical landscapes and cultural sustainability, is proposed to expand the theoretical foundations of the sustainable management of cultural heritage. The findings show how they can collaborate with communities to create value and gain a sustainable competitive advantage on a global scale and contribute to the sustainable management of cultural heritage in Asia.