Lindeque, Johan Paul
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The digital transformation of Swiss small and medium-sized enterprises: insights from digital tool adoption
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.
Small businesses’ social responsibility and political activity survey studies: a review, synthesis, and research agenda
This systematic review assesses the development of survey-based small business social responsibility (SBSR) and political activity (SBPA) research over the last 30 years. Survey research designs are a widely adopted approach to studying SBSR and SBPA, making a significant contribution to the small business nonmarket strategy (SBNS) research agenda. Survey research has been used in a quarter of the 203 SBNS research publications identified, 60% of all quantitative SBSR studies and 100% of all quantitative SBPA publications. This review identified a total of 53 survey-based studies of SBSR and SBPA in a multidisciplinary selection of 40 top journals. The SBSR articles reviewed primarily focused on environmental themes, CSR strategies, and CSR performance at the macro level and micro concerns around entrepreneurial commitment/attitudes to CSR. The SBPA articles had no clear focal phenomena. The theoretical positioning of the articles used primarily organizational and organizational field level theoretical foundations, in SBSR studies the main theory used was stakeholder approaches/theory, resource-based approaches and (meso/micro) institutional theory, while the SBPA research was clearly oriented toward resource-based approaches. The SBSR studies in contrast to the SBPA research had a far clearer set of established predictor, outcome, moderating/mediating, and control variables. In terms of survey research design the results show a consistent and ongoing improvement of the research designs, but many norms of good survey design are not yet consistently adopted in SBSR and SBPA research. Critically the literature lacks replication of results. Future studies should pursue replication studies and adopt methodological best practice.