This study investigates the concept of the digital transformation process and related capability implications for small and medium enterprises (SMEs) in developing economies. A qualitative exploratory study was conducted, involving eight SMEs on an e-commerce platform in Ghana. The findings show that digital transformation among SMEs follows a four-stage process of digital technology initiation, changes to functions and processes, management of the resulting skills gap, and a strategic shift, which is also driven by managerial cognition, social capital development, human capital development, and organizational capacity building. These findings resulted in an inductively-derived process framework for the digital transformation of SMEs that expands the knowledge and understanding of digital transformation for SMEs. The study also provides users of digital platforms with dynamic managerial capability strategies for achieving digital transformation and effective e-commerce platform utilization in developing economies, which are essential for research, practice, and policy.

This study systematically reviews extant contemporary literature on digital entrepreneurship in peer-reviewed journal articles over six years (2013)(2014)(2015)(2016)(2017)(2018) from six journal databases. It involved a systematic literature review of 101 papers from 53 journals focusing on the publication outlets, yearly trends, themes, and associated theoretical and conceptual approaches, methodologies, sources and geographical distribution of digital entrepreneurship research. The findings suggest that extant literature mostly lacked sound theoretical underpinnings. More work adopting appropriate and proven theoretical approaches is needed. Most of the reviewed papers also focused mainly on issues relating to the technology itself than those relating to the enterprise or the entrepreneur. The capabilities and capacities of enterprises, as well as the strategies in implementing digital technologies and harnessing the opportunities of digitalization, are key issues that have not hitherto received much attention. The study contributes to the understanding of the conceptualization of the digital entrepreneurship phenomenon. Future research should consolidate the understanding of the field, with models and frameworks that recognize digital entrepreneurship as an academic research field in its own right, and also consider the impact of enterprise capabilities and capacities on digital entrepreneurship.

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New and emerging information systems are significantly transforming organizations through new business models, opportunities, products, and services. This chapter highlights the new and emerging information systems (IS), their usage, and how they drive organizational transformation. The DeLone and McLean Model of IS Success was used as a theoretical lens to discuss existing literature on organizational transformation arising from new and emerging IS. While some organizations succumb to the introduction of the new and emerging IS with its disruptive nature, others tend to manage the changes introduced through new business models, appropriate infrastructure, skills, knowledge, enhanced data security, and effective communication. The chapter contributes to the scholarship and practice of digital transformation of organizations in developing economies.

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