Research on the Relationship between Digital Transformation and Performance of SMEs
Abstract
:1. Introduction
2. Literature Review
2.1. Digital Transformation
2.2. Key Factors for the Digital Transformation of SMEs
3. Materials and Methods
3.1. Resource-Based View
3.2. Proposed Conceptual Model and Hypothesis Formulation
- yi is a p × 1 vector of observed endogenous variables
- xi is a q × 1 vector of observed exogenous variables
- a is a p × 1 vector of regression intercepts
- B is a p × p matrix of regression slopes
- Γ is a p × q matrix of regression slopes
- ζ is a p × 1 vector of disturbances (i.e., residuals)
- Ψ is a p × p covariance matrix of disturbances
3.2.1. Digital Technology
3.2.2. Digital Skills
3.2.3. Digital Transformation Strategy
3.2.4. Digital Transformation and Performance
3.2.5. Complementarity of Resources
4. Results
4.1. Measurement and Data Collection
4.2. Measurement Model
4.3. Regression Analysis
4.4. Structural Model
4.5. Mediating Effect
5. Discussion
6. Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
Appendix A
Item | Observed Variables and Latent Constructs | Mean | Std. Deviation |
---|---|---|---|
General Information | Q1. The size of SMEs | 2.76 | 0.432 |
Q2. Gender of executives | 2.46 | 1.330 | |
Q3. Executive jobs | 3.58 | 1.032 | |
Digital Transformation (DX) | DX1.Assess your organization’s digital transformation maturity compared to peers | 4.50 | 1.089 |
DX2.Assessment of the use of digital technology | 4.61 | 1.228 | |
DX3.Assess how widely your own digital technology is used | 4.60 | 1.330 | |
Employee Digital Skills (DS) | DS1.We advance continuous learning in digital technologies | 5.08 | 1.268 |
DS2.A balance between general digital skills and specialized digital roles is adequate | 4.69 | 1.322 | |
DS3.We can assemble teams with the right mix of skills for each digital project | 4.69 | 1.484 | |
DS4.Employees are compound talents who understand both business and digitalization | 4.28 | 1.615 | |
DS5.My organization provides employees with resources or opportunities to acquire the right digital skills for digital transformation | 4.95 | 1.460 | |
Digital Transformation Strategy (DTS) | DTS1.Your company’s digital transformation strategy can increase sales | 5.65 | 1.219 |
DTS2.Your company’s digital transformation strategy can improve competitiveness | 5.19 | 1.502 | |
DTS3.Your company’s digital transformation strategy can fundamentally change business processes | 4.93 | 1.434 | |
DTS4.Your company’s digital transformation strategy can improve customer experience and satisfaction | 5.60 | 1.194 | |
DTS5.Your company’s digital transformation strategy can improve innovation capabilities | 5.64 | 1.247 | |
DTS6.Your company’s digital transformation strategy can improve business decisions | 5.12 | 1.266 | |
DTS7.Your company’s digital transformation strategy can improve efficiency | 5.78 | 1.178 | |
Digital Technology (DT) | DT1.To what extent your company uses artificial intelligence | 4.31 | 1.463 |
DT2.To what extent your company uses blockchain technology | 4.33 | 1.406 | |
DT3.To what extent your company uses cloud technologies (cloud computing, edge algorithms, cloud-edge collaboration) | 4.64 | 1.482 | |
DT4.To what extent your company uses big data and data analytics | 5.06 | 1.375 | |
DT5.To what extent your company is using mobile technology 5G | 4.84 | 1.516 | |
DT6.To what extent is your company using IoT | 4.70 | 1.429 | |
DT7.To what extent your company uses social media (collaboration technology) | 5.39 | 1.322 | |
DT8.To what extent your company uses cybersecurity technologies | 5.36 | 1.346 | |
Financial Performance (FP) | FP1.Digital transformation of your business can help increase sales | 5.30 | 1.206 |
FP2.Digital transformation of your business can help return on sales | 5.14 | 1.208 | |
FP3.Digital transformation of your business can help increase gross profit | 5.14 | 1.255 | |
FP4.Your company’s digital transformation can help increase net profit | 5.14 | 1.283 | |
FP5.Digital transformation of your business can help return on equity | 5.03 | 1.234 | |
FP6.Digital transformation of your business can help return on investment | 5.23 | 1.256 |
References
- Soto-Acosta, P. COVID-19 pandemic: Shifting digital transformation to a high-speed gear. Inf. Syst. Manag. 2020, 37, 260–266. [Google Scholar] [CrossRef]
- Kääriäinen, J.; Kuusisto, O.; Pussinen, P.; Saarela, M.; Saari, L.; Hänninen, K. Applying the positioning phase of the digital transformation model in practice for smes: Toward systematic development of digitalization. Int. J. Inf. Syst. Proj. Manag. 2020, 8, 24–43. [Google Scholar] [CrossRef]
- Furjan, M.T.; Tomičić-Pupek, K.; Pihir, I. Understanding digital transformation initiatives: Case studies analysis. Bus. Syst. Res. 2020, 11, 125–141. [Google Scholar] [CrossRef] [Green Version]
- Zhu, H.R. Promote digital transformation of enterprises with integrated innovation. Chinese Inf. Ind. 2019, 38–40. [Google Scholar]
- Fletcher, G.; Griffiths, M. Digital transformation during a lockdown. Int. J. Inf. Manag. 2020, 55, 102185. [Google Scholar] [CrossRef]
- Zhang, X.; Xu, Y.; Ma, L. Research on successful factors and influencing mechanism of the digital transformation in SMEs. Sustainability 2022, 14, 2549. [Google Scholar] [CrossRef]
- Verhoef, P.C.; Broekhuizen, T.; Bart, Y.; Bhattacharya, A.; Qi Dong, J.; Fabian, N.; Haenlein, M. Digital transformation: A multidisciplinary reflection and research agenda. J. Bus. Res. 2021, 122, 889–901. [Google Scholar] [CrossRef]
- Vial, G. Understanding digital transformation: A review and a research agenda. J. Strateg. Inf. Syst. 2019, 28, 118–144. [Google Scholar] [CrossRef]
- Chen, J.; Yang, W.C.; Yu, F. Ecological collaborative innovation strategy in digital transformation—Based on the strategy discussion of Huawei Enterprise Business Group (EBG) China. Tsinghua Manag. Rev. 2019, 22–26. [Google Scholar]
- Huang, L.H.; Zhu, H.L.; Liu, W.H.; Dou, Y.F.; Wang, J.Z.; Cai, L.; Chen, Y.B.; Liao, P.W.; Wu, X.B.; Xie, K.; et al. Enterprise digital transformation and management: Research framework and outlook. J. Manag. Sci. 2021, 24, 26–35. [Google Scholar] [CrossRef]
- Zhang, X.H. Obstacles, driving factors and path dependence of digital transformation of small and medium-sized enterprises: Based on a survey of 377 small and medium-sized enterprises in the tertiary industry. China Circ. Econ. 2020, 34, 72–82. [Google Scholar] [CrossRef]
- Gurbaxani, V.; Dunkle, D. Gearing up for successful digital transformation. MIS Q. Exec. 2019, 18, 209–220. [Google Scholar] [CrossRef]
- Mhlungu, N.S.M.; Chen, J.Y.J.; Alkema, P. The underlying factors of a successful organisational digital transformation. SA J. Inf. Manag. 2019, 21, 1–10. [Google Scholar] [CrossRef]
- Ivančić, L.; Vukšić, V.B.; Spremić, M. Mastering the digital transformation process: Business practices and lessons learned. Technol. Innov. Manag. Rev. 2019, 9, 36–51. [Google Scholar] [CrossRef] [Green Version]
- Wrede, M.; Velamuri, V.K.; Dauth, T. Top managers in the digital age: Exploring the role and practices of top managers in firms’ digital transformation. Manag. Dec. Econ. 2020, 41, 1549–1567. [Google Scholar] [CrossRef]
- Mirzaian, E.; Franson, K.L. Leading a digital transformation in pharmacy education with a pandemic as the accelerant. Pharmacy 2021, 9, 19. [Google Scholar] [CrossRef]
- Sullivan, C.; Wong, I.; Adams, E.; Fahim, M.; Fraser, J.; Ranatunga, G.; Busato, M.; McNeil, K. Moving Faster than the COVID-19 Pandemic: The Rapid, Digital Transformation of a Public Health System. Appl. Clin. Inform. 2021, 12, 229–236. [Google Scholar] [CrossRef]
- Ghobakhloo, M.; Iranmanesh, M. Digital transformation success under Industry 4.0: A strategic guideline for manufacturing SMEs. J. Manuf. Technol. Manag. 2021, 32, 1533–1556. [Google Scholar] [CrossRef]
- Brodeur, J.; Pellerin, R.; Deschamps, I. Collaborative approach to digital transformation (CADT) model for manufacturing SMEs. J. Manuf. Technol. Manag. 2022, 33, 61–83. [Google Scholar] [CrossRef]
- Hai, N.T. Digital transformation barriers for small and medium enterprises in Vietnam today. LAPLAGE EM Rev. 2021, 7, 416–426. [Google Scholar] [CrossRef]
- Penrose, E.T. The Theory of the Growth of the Firm; Oxford University Press: Oxford, UK, 1995. [Google Scholar]
- Wernerfelt, B. A resource-based view of the firm. Strat. Manag. J. 1984, 5, 171–180. [Google Scholar] [CrossRef]
- Barney, J. Firm resources and sustained competitive advantage. J. Manag. 1991, 17, 99–120. [Google Scholar] [CrossRef]
- Peteraf, M.A. The cornerstones of competitive advantage: A resource-based view. Strateg. Manag. J. 1993, 14, 179–191. [Google Scholar] [CrossRef]
- Teece, D.J.; Pisano, G.; Shuen, A. Dynamic capabilities and strategic management. Strateg. Manag. J. 1997, 18, 509–533. [Google Scholar] [CrossRef]
- Fischer, M.; Imgrund, F.; Janiesch, C.; Winkelmann, A. Strategy archetypes for digital transformation: Defining meta objectives using business process management. Inf. Manag. 2020, 57, 103262. [Google Scholar] [CrossRef]
- Matarazzo, M.; Penco, L.; Profumo, G.; Quaglia, R. Digital transformation and customer value creation in Made in Italy SMEs: A dynamic capabilities perspective. J. Bus. Res. 2021, 123, 642–656. [Google Scholar] [CrossRef]
- Wang, C. Research on the effect mechanism of digital transformation on enterprise innovation performance. Contemp. Econ. Manag. 2021, 43, 34–42. [Google Scholar] [CrossRef]
- Magistretti, S.; Dell’Era, C.; Messeni Petruzzelli, A. How intelligent is Watson? Enabling digital transformation through artificial intelligence. Bus. Horiz. 2019, 62, 819–829. [Google Scholar] [CrossRef]
- Gopal, G.; Suter-Crazzolara, C.; Toldo, L.; Eberhardt, W. Digital transformation in healthcare—Architectures of present and future information technologies. Clin. Chem. Lab. Med. 2019, 57, 328–335. [Google Scholar] [CrossRef] [Green Version]
- Salvini, G.; Hofstede, G.J.; Verdouw, C.N.; Rijswijk, K.; Klerkx, L. Enhancing digital transformation towards virtual supply chains: A simulation game for Dutch floriculture. Prod. Plan. Control. 2020, 2020, 1–18. [Google Scholar] [CrossRef]
- Hartley, J.L.; Sawaya, W.J. Tortoise, not the hare: Digital transformation of supply chain business processes. Bus. Horiz. 2019, 62, 707–715. [Google Scholar] [CrossRef]
- Evangelatos, N.; Upadya, S.P.; Venne, J.; Satyamoorthy, K.; Brand, H.; Ramashesha, C.S.; Brand, A. Digital transformation and governance innovation for public biobanks and free/libre open source software using a blockchain technology. Omi. A J. Integr. Biol. 2020, 24, 278–285. [Google Scholar] [CrossRef]
- Attaran, M.; Attaran, S. Digital transformation and economic contributions of 5G networks. Int. J. Enterp. Inf. Syst. 2020, 16, 58–79. [Google Scholar] [CrossRef]
- Vardarlier, P.; Ozsahin, M. Digital transformation of human resource management: Social media’s performance effect. Int. J. Innov. Technol. Manag. 2021, 18, 2150005. [Google Scholar] [CrossRef]
- Kane, G. The technology fallacy: People are the real key to digital transformation. Res. Technol. Manag. 2019, 62, 44–49. [Google Scholar] [CrossRef]
- Grab, B.; Olaru, M.; Gavril, R. Self-managed teams as a key to unlocking digital transformation in business management. Qual. Success 2019, 20, 280–286. [Google Scholar]
- Butschan, J.; Heidenreich, S.; Weber, B.; Kraemer, T. Tackling hurdles to digital transformation—The role of competencies for successful industrial internet of things (IIoT) implementation. Int. J. Innov. Manag. 2019, 23, 1950036. [Google Scholar] [CrossRef]
- Bessonova, T.V.; Goryacheva, O.N. Human resources management in the conditions of digital transformation. Laplage Rev. 2020, 6, 12–18. [Google Scholar] [CrossRef]
- Solberg, E.; Traavik, L.E.M.; Wong, S.I. Digital mindsets: Recognizing and leveraging individual beliefs for digital transformation. Calif. Manag. Rev. 2020, 62, 105–124. [Google Scholar] [CrossRef]
- Scuotto, V.; Nicotra, M.; Del Giudice, M.; Krueger, N.; Gregori, G.L. A microfoundational perspective on SMEs’ growth in the digital transformation era. J. Bus. Res. 2021, 129, 382–392. [Google Scholar] [CrossRef]
- Bikse, V.; Lusena-Ezera, I.; Rivza, P.; Rivza, B. The development of digital transformation and relevant competencies for employees in the context of the impact of the COVID-19 pandemic in latvia. Sustainability 2021, 13, 9233. [Google Scholar] [CrossRef]
- Bennett, E.E.; McWhorter, R.R. Virtual HRD’s role in crisis and the post COVID-19 professional lifeworld: Accelerating skills for digital transformation. Adv. Dev. Hum. Resour. 2021, 23, 5–25. [Google Scholar] [CrossRef]
- Chanias, S.; Myers, M.D.; Hess, T. Digital transformation strategy making in pre-digital organizations: The case of a financial services provider. J. Strateg. Inf. Syst. 2019, 28, 17–33. [Google Scholar] [CrossRef]
- Tekic, Z.; Koroteev, D. From disruptively digital to proudly analog: A holistic typology of digital transformation strategies. Bus. Horiz. 2019, 62, 683–693. [Google Scholar] [CrossRef]
- Min, S.A.; Kim, B.Y. SMEs’ digital transformation competencies on platform empowerment: A case study in South Korea. J. Asian Financ. Econ. Bus. 2021, 8, 897–907. [Google Scholar] [CrossRef]
- Lichtenthaler, U. Building blocks of successful digital transformation: Complementing technology and market issues. Int. J. Innov. Technol. Manag. 2020, 17, 2050004. [Google Scholar] [CrossRef]
- Barrane, F.Z.; Ndubisi, N.O.; Kamble, S.; Karuranga, G.E.; Poulin, D. Building trust in multi-stakeholder collaborations for new product development in the digital transformation era. Benchmarking 2021, 28, 205–228. [Google Scholar] [CrossRef]
- Mubarak, M.F.; Shaikh, F.A.; Mubarik, M.; Samo, K.A.; Mastoi, S. The impact of digital transformation on business performance: A study of Pakistani SMEs. Eng. Technol. Appl. Sci. Res. 2019, 9, 5056–5061. [Google Scholar] [CrossRef]
- Hu, Q. The mechanism and performance of enterprise digital transformation. Zhejiang Acad. J. 2020, 2020, 146–154. [Google Scholar] [CrossRef]
- Li, Q.; Liu, L.G.; Shao, J.B. Digital transformation, supply chain integration and corporate performance: The moderating effect of entrepreneurship. Econ. Manag. 2021, 43, 5–23. [Google Scholar] [CrossRef]
- Wang, H.; Feng, J.; Zhang, H.; Li, X. The effect of digital transformation strategy on performance: The moderating role of cognitive conflict. Int. J. Confl. Manag. 2020, 31, 441–462. [Google Scholar] [CrossRef]
- Bhatti, A.; Malik, H.; Kamal, A.Z.; Aamir, A.; Alaali, L.A.; Ullah, Z. Much-needed business digital transformation through big data, internet of things and blockchain capabilities: Implications for strategic performance in telecommunication sector. Bus. Process Manag. J. 2021, 27, 1854–1873. [Google Scholar] [CrossRef]
- Kim, S.S. Sustainable growth variables by industry sectors and their influence on changes in business models of smes in the era of digital transformation. Sustainability 2021, 13, 7114. [Google Scholar] [CrossRef]
- Lumpkin, G.T.; Dess, G.G. Linking two dimensions of entrepreneurial orientation to firm performance: The moderating role of environment and industry life cycle. J. Bus. Ventur. 2001, 16, 429–451. [Google Scholar] [CrossRef]
- Bley, K.; Leyh, C.; Schäffer, T. Digitization of German enterprises in the production sector-Do they know how “digitized” they are? In Proceedings of the Twenty second Americas Conference on Information Systems, San Diego, CA, USA, 11–14 August 2016; pp. 1–10. [Google Scholar]
- Creswell, J.W. Research Design: Qualitative, Quantitative, and Mixed Methods Approaches; Sage Publications: Thousand Oaks, CA, USA, 2014. [Google Scholar]
- Field, A. Discovering Statistics Using IBM SPSS Statistics and Sex and Drugs and Rock‘n’Roll; Sage Publications: London, UK, 2013. [Google Scholar]
- Ma, X.D. Digital Transformation Methodology Landing Path and Data Center; Machinery Industry Press: Beijing, China, 2021. [Google Scholar]
- Chen, X.P. One Book to Understand Digital Transformation; Machinery Industry Press: Beijing, China, 2021. [Google Scholar]
- Rogers, D. The Digital Transformation Playbook: Rethink Your Business for the Digital Age; Columbia University Press: New York, NY, USA, 2016. [Google Scholar]
- Liu, T.; Zhang, X.H. The current situation, problems and countermeasures of digital transformation of small and medium-sized enterprises in my country. Guizhou Soc. Sci. 2021, 2021, 148–155. [Google Scholar] [CrossRef]
- Brush, C.G.; Vanderwerf, P.A. A comparison of methods and sources for obtaining estimates of new venture performance. J. Bus. Ventur. 1992, 7, 157–170. [Google Scholar] [CrossRef]
Reference | Method | Context | Key Factors |
---|---|---|---|
[12] | Literature review | Media company, lodging company, retail company, pharmaceutical company | Strategic vision, culture of innovation, know-how and intellectual property, digital capability, strategic alignment, technology assets |
[13] | Qualitative research | Large organization | Customer centricity, governance, innovation, and resource attainment. |
[14] | Multiple case studies | Three companies from different industries that are in different stages of digital transformation | Technology adoption, the ability of an organization to change and operational excellence in the integration of external digital services with internal IT support |
[15] | In-depth interview | Large German firms | Top managers: understanding digitalization, setting the formal context for digitalization, and leading change |
[16] | Exploratory factor analysis | Education | Planning, aligned organizational interests, consistent and regular communication, provision of resources and tools, engaging faculty and creating accountability and timelines with deliverables |
[17] | Case study | Public health system | A unified purpose is essential to successful, rapid digital transformation |
[18] | Exploratory factor analysis | Small and medium enterprises | Eleven success determinants, namely: business partner digital maturity, cybersecurity maturity, change management competency, digitalization readiness preassessment, external support for digitalization, information and digital technology expertise, information and digital technology readiness, management competency for digital transformation, manufacturing digitalization strategic road mapping, operations technology readiness and resource availability |
[19] | Longitudinal case studies | Two manufacturing SMEs | The collaboration manifests itself at various stages of the transformation projects, such as the business needs alignment, project portfolio creation, technology solution selection, and post-mortem phase |
[20] | Qualitative research | Small and medium enterprises (SMEs) | Three main resources (IT, human resources, and business strategy) have a positive impact on the digital transformation of SMEs |
[7] | Qualitative research | Small and medium enterprises (SMEs) | Technological and environmental factors have a positive impact on organizational capabilities, and then promote the success of DT of SMEs. Organizational capabilities play an intermediary role in the influence of technological and environmental factors on DT. In addition, employee skills positively moderate the relationship between organizational capabilities and the success of DT |
Measure | Items | Size | Percentage |
---|---|---|---|
Firm scale (people) | Micro enterprises (<10) | 1 | 0.30% |
Small enterprise (10–99) | 77 | 22.99% | |
Medium enterprise (100–299) | 257 | 76.72% | |
Industry | Information and communication technology industry, media, and finance | 114 | 34.03% |
Consumer industry (entertainment and leisure, retail trade, etc.) | 68 | 20.30% | |
Service industries (utilities, healthcare, education, etc.) | 63 | 18.81% | |
Capital-intensive industries (high-end manufacturing, oil and gas, basic product manufacturing, chemical and pharmaceutical, etc.) | 65 | 19.40% | |
Localization industries (agriculture, personal and local services, hospitality, construction, etc.) | 25 | 7.46% | |
Levels of digital transformation | Level 0: Data not applied (no data analysis tools, lack of data awareness at decision-making level, decision making relying on leadership “whims”, etc.) | 5 | 1.49% |
Level 1: Scattered use of data (simple data, used for statistical reports, infrequent use, unable to handle large-scale data sets, etc.) | 45 | 13.43% | |
Level 2: Technology center assists decision making (with certain data thinking, used by major technical departments, unable to respond in real time, etc.) | 109 | 32.54% | |
Level 3: Systematic operation of the technology center (complex data applications, technology struggling to meet simple needs, low ability to capture business opportunities, etc.) | 109 | 32.54% | |
Level 4: Business-centered data-based operations (data analysis, freeing up technical time and manpower, business-oriented data assets, strong ability to capture business opportunities, etc.) | 62 | 18.51% | |
Level 5: Data competitiveness formation (innovative business models; data ecology formation; deep accumulation of data, models, and application assets, with data operation and practical experience; etc.) | 5 | 1.49% |
Items | Mean | SD | Cronbach’s Alpha | CR | AVE | DX | DS | DTS | DT | FP |
---|---|---|---|---|---|---|---|---|---|---|
DX | 4.5711 | 0.98601 | 0.751 | 0.876 | 0.772 | 1.00 | ||||
DS | 4.7373 | 0.98504 | 0.732 | 0.849 | 0.751 | 0.625 ** | 1.00 | |||
DTS | 5.4145 | 0.78292 | 0.792 | 0.919 | 0.854 | 0.182 ** | 0.247 ** | 1.00 | ||
DT | 4.8280 | 0.91577 | 0.718 | 0.831 | 0.754 | 0.631 ** | 0.633 ** | 0.302 ** | 1.00 | |
FP | 5.1602 | 0.86940 | 0.767 | 0.882 | 0.834 | 0.270 ** | 0.345 ** | 0.683 ** | 0.393 ** | 1.00 |
Variables | DX | DX | DX | FP |
---|---|---|---|---|
DT | 0.000 ** | |||
DS | 0.000 ** | |||
DTS | 0.001 ** | |||
DX | 0.000 ** | |||
R2 | 0.398 | 0.391 | 0.033 | 0.073 |
Hypothesis | Effects | Pathways | P | Coeff. | 95%CI | Mediation Existence | |
---|---|---|---|---|---|---|---|
DT- > DX- > FP | Direct Effect | c’ | 0.000 | 0.350 | 0.229 | 0.471 | Mediating effect is not significant |
Indirect Effect | a*b | 0.000 | 0.022 | −0.064 | 0.115 | ||
Total Effect | c | 0.000 | 0.373 ** | 0.279 | 0.466 | ||
DS- > DX- > FP | Direct Effect | c’ | 0.000 | 0.255 | 0.141 | 0.368 | Mediating effect is not significant |
Indirect Effect | a*b | 0.000 | 0.050 | −0.032 | 0.144 | ||
Total Effect | c | 0.000 | 0.304 ** | 0.215 | 0.393 | ||
DTS- > DX- > FP | Direct Effect | c’ | 0.000 | 0.728 | 0.641 | 0.815 | Partial |
Indirect Effect | a*b | 0.001 | 0.030 | 0.006 | 0.055 | ||
Total Effect | c | 0.000 | 0.759 ** | 0.671 | 0.846 |
Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations. |
© 2022 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (https://creativecommons.org/licenses/by/4.0/).
Share and Cite
Teng, X.; Wu, Z.; Yang, F. Research on the Relationship between Digital Transformation and Performance of SMEs. Sustainability 2022, 14, 6012. https://doi.org/10.3390/su14106012
Teng X, Wu Z, Yang F. Research on the Relationship between Digital Transformation and Performance of SMEs. Sustainability. 2022; 14(10):6012. https://doi.org/10.3390/su14106012
Chicago/Turabian StyleTeng, Xiaoyan, Zhong Wu, and Feng Yang. 2022. "Research on the Relationship between Digital Transformation and Performance of SMEs" Sustainability 14, no. 10: 6012. https://doi.org/10.3390/su14106012