A microfoundational perspective on SMEs’ growth in the digital transformation era

Scuotto, Veronica; Nicotra, Melita; Giudice, Manlio Del; Krueger, Norris; Gregori, Gian Luca

doi:10.1016/j.jbusres.2021.01.045

Cited by 145 publications

(101 citation statements)

References 121 publications

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“…As a company grows, creativity becomes more essential because it has the ability to bring new ideas to bear in challenging situations (Crovini et al, 2021;Melnyk et al, 2021;Rakshit et al, 2021). Business intelligences will be able to create something new that attracts prospective customers as soon as they are capable of thinking beyond what is already accessible (Ahokangas et al, 2021;Andronikidis et al, 2021;Scuotto et al, 2021). As the capacity to create something new and suitable for a specific situation, both innovation and creativity are defined, they play an essential role in the creation of new companies as well as the survival of current ones operating on a worldwide level (Bodlaj & Čater, 2022;Canhoto et al, 2021;Cerchione et al, 2016).…”

Section: Creativitymentioning

confidence: 99%

Critical thinking and creativity of MSMEs in improving business performance during the covid-19 pandemic

Mujanah¹,

Ardiana²,

Nugroho³

et al. 2022

10.5267/j.uscm

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The purpose of this descriptive-explanatory study is to examine the relationship between critical thinking and creativity and the performance of Micro, Small, and Medium-sized businesses (MSMEs) in Indonesia during the coronavirus disease 2019 (COVID-19) pandemic. In this study, a questionnaire instrument was used, which was given online using Online Survey Forms, to collect information from a sample of 108 business managers who were selected at random to participate. Using the SmartPLS software, an analysis was performed once the data had been collected. The results indicate a substantial impact on the performance of MSMEs in Indonesia was found to be associated with critical thinking and innovation, according to the findings.

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Section: Creativitymentioning

confidence: 99%

Critical thinking and creativity of MSMEs in improving business performance during the covid-19 pandemic

Mujanah¹,

Ardiana²,

Nugroho³

et al. 2022

10.5267/j.uscm

View full text Add to dashboard Cite

show abstract

“…In a study of 288 firms in Mexico, Cuevas-vargas et al ( 2016 ) demonstrate that there is a positive and significant relationship between IT applications and product, process and organisational innovation. Based on a rich dataset of over 2 million SMEs drawn from 24 European countries, Scuotto et al ( 2021 ) evaluate the effect of digital capabilities, with focus on IT skills (information, communication and software skills). They find that digital capabilities positively influence SME innovation performance (ongoing innovation activities, prototypes and innovation developed), which helps the firms increase sales and employment growth.…”

Section: Review Of Literaturementioning

confidence: 99%

IT Capability, Organisational Learning and Innovation Performance of Firms in Kenya

Otioma

2022

J Knowl Econ

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This paper explores the role that IT capability (IT-c) plays in firm innovation performance through the channel of organisational learning (OL) in Kenya. It frames OL in two dimensions: explorative and exploitative OL. The former entails seeking new knowledge, which mainly exists outside the firm’s competence. The latter is an activity or process that builds on existing competence and knowledge in the firm. Using mediation analysis of 481 firms drawn from the World Bank Enterprise Survey (2013) and Innovation Follow-up Survey 2014, it demonstrates that IT-c has a significant effect on innovation performance of firms (capability to simultaneously improve products, processes, organising and market development). It finds that the mediative role of OL in the relationship between IT-c and innovation performance is realised mainly through explorative learning, whilst enabling the firm exploit existing (in-house) knowledge base. The paper puts forward some managerial, policy and further research suggestions.

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“…, 2020). Such studies of SME digitalization and digital transformation for the most part seek to explain sources of value creation by adopting firm-level explanations that draw on concepts such as dynamic capabilities (Cannas, 2021), digital capability (Scuotto et al. , 2021), digital strategies (Proksch et al.…”

Section: Sme Business Management and Digital Transformationmentioning

confidence: 99%

“…, 2021), digital strategies (Proksch et al. , 2021), innovation strategies/performance (Scuotto et al. , 2021; Somohano-Rodríguez et al.…”

Section: Sme Business Management and Digital Transformationunclassified

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The digital transformation of Swiss small and medium-sized enterprises: insights from digital tool adoption

Kraft

Lindeque

Peter

2022

JSMA

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PurposeThe study explores the alignment of Swiss small and medium-sized enterprise (SME) managers' understanding of digital transformation, with evidence of digital tool adoption in managerial and operative work. This reveals opportunities for more fully realizing the potential of digital transformation for SMEs.Design/methodology/approachThis multiple-case study, with four theoretically sampled cases, analyzes data from the qualitative answers of 1,593 respondents to a survey of Swiss SMEs about digital transformation. The study draws on a convenience sample of Swiss SME managers.FindingsThe analysis shows little understanding of digital transformation as related to managerial work. However, there are two clear digital tool adoption patterns for managerial work: (1) workflow and workforce management and (2) work-flow and team management. Understandings of digital transformation and operative work focus on the (1) organization of operational work or (2) a combination of organization and changing the way people work. The digital tool adoption in operational work additionally focuses on the digital skills of operational employees.Research limitations/implicationsThe study is only able to identify patters of understanding of digital transformation and digital tool adoption in managerial and operative work. More research is needed to understand why these patterns are observed.Practical implicationsSME managers need to think far more carefully about aligning their vision for digital transformation and the digital tools they adopt in both managerial and operational work, but especially in managerial work.Originality/valueThis is the first empirical study of the digital transformation of Swiss SMEs and their digital tool adoption. Significant potential for alignment is revealed, suggesting potential performance gains are possible.

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A microfoundational perspective on SMEs’ growth in the digital transformation era

Cited by 145 publications

References 121 publications

Critical thinking and creativity of MSMEs in improving business performance during the covid-19 pandemic

Critical thinking and creativity of MSMEs in improving business performance during the covid-19 pandemic

IT Capability, Organisational Learning and Innovation Performance of Firms in Kenya

The digital transformation of Swiss small and medium-sized enterprises: insights from digital tool adoption

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