{"title":"Enhancing digital transformation in SMEs: The dynamic capabilities of innovation intermediaries within ecosystems","authors":"Shahid Hafeez , Khuram Shahzad , Muthu De Silva","doi":"10.1016/j.lrp.2025.102525","DOIUrl":null,"url":null,"abstract":"<div><div>While the dynamic capabilities framework discusses the sensing, seizing, and transformation capabilities of organisations, we lack knowledge of the specific dynamic capabilities of intermediaries that support collaborations leading to the digital transformation of small and medium enterprises (SMEs). The specific role of intermediaries supporting collaboration between SMEs and the ecosystem, the unique barriers confronted by SMEs, and the long-term focus required for digital transformation suggest that intermediaries should deploy specific dynamic capabilities. By conducting in-depth interviews with innovation intermediaries, SMEs, and other ecosystem actors in the Ostrobothnia region of Finland, we make three original contributions to the dynamic capability framework. First, while the literature has discussed spotting opportunities and bringing partners together as <em>sensing</em> dynamic capability, we make an original contribution by demonstrating the ‘<em>ancillary opportunity spotting capability</em>’ of intermediaries. This includes intermediaries spotting opportunities to develop digital technologies to address business, environmental, or social challenges of ecosystem actors (e.g. developing carbon-neutral solutions) where SME digital transformation is only indirectly achieved: hence, this is described as an ancillary opportunity. Second, while the literature has discussed that the <em>seizing</em> capability involves exploiting opportunities by using resources, we identified that intermediaries leverage ‘<em>business model co-creation capability</em>’ for seizing. This predominantly consists of them co-creating – with the stakeholders of SMEs (i.e. customers, suppliers, and competitors) – the business models of SMEs for digital transformation. Third, as a <em>transformation</em> capability, intermediaries leverage ‘<em>ecosystem revamping capability</em>’ for continued and scaled-up SME digital transformation, the capabilities associated with which include altering opportunity and ecosystem structures, bridging inter-ecosystem collaborations, and deploying international best practices. Our finding has implications for intermediaries, SMEs, and policymakers keen to enhance SME digital transformation by enabling intermediaries to develop required dynamic capabilities.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 3","pages":"Article 102525"},"PeriodicalIF":7.4000,"publicationDate":"2025-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Long Range Planning","FirstCategoryId":"91","ListUrlMain":"https://www.sciencedirect.com/science/article/pii/S0024630125000287","RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"BUSINESS","Score":null,"Total":0}
引用次数: 0
Abstract
While the dynamic capabilities framework discusses the sensing, seizing, and transformation capabilities of organisations, we lack knowledge of the specific dynamic capabilities of intermediaries that support collaborations leading to the digital transformation of small and medium enterprises (SMEs). The specific role of intermediaries supporting collaboration between SMEs and the ecosystem, the unique barriers confronted by SMEs, and the long-term focus required for digital transformation suggest that intermediaries should deploy specific dynamic capabilities. By conducting in-depth interviews with innovation intermediaries, SMEs, and other ecosystem actors in the Ostrobothnia region of Finland, we make three original contributions to the dynamic capability framework. First, while the literature has discussed spotting opportunities and bringing partners together as sensing dynamic capability, we make an original contribution by demonstrating the ‘ancillary opportunity spotting capability’ of intermediaries. This includes intermediaries spotting opportunities to develop digital technologies to address business, environmental, or social challenges of ecosystem actors (e.g. developing carbon-neutral solutions) where SME digital transformation is only indirectly achieved: hence, this is described as an ancillary opportunity. Second, while the literature has discussed that the seizing capability involves exploiting opportunities by using resources, we identified that intermediaries leverage ‘business model co-creation capability’ for seizing. This predominantly consists of them co-creating – with the stakeholders of SMEs (i.e. customers, suppliers, and competitors) – the business models of SMEs for digital transformation. Third, as a transformation capability, intermediaries leverage ‘ecosystem revamping capability’ for continued and scaled-up SME digital transformation, the capabilities associated with which include altering opportunity and ecosystem structures, bridging inter-ecosystem collaborations, and deploying international best practices. Our finding has implications for intermediaries, SMEs, and policymakers keen to enhance SME digital transformation by enabling intermediaries to develop required dynamic capabilities.
期刊介绍:
Long Range Planning (LRP) is an internationally renowned journal specializing in the field of strategic management. Since its establishment in 1968, the journal has consistently published original research, garnering a strong reputation among academics. LRP actively encourages the submission of articles that involve empirical research and theoretical perspectives, including studies that provide critical assessments and analysis of the current state of knowledge in crucial strategic areas. The primary user base of LRP primarily comprises individuals from academic backgrounds, with the journal playing a dual role within this community. Firstly, it serves as a platform for the dissemination of research findings among academic researchers. Secondly, it serves as a channel for the transmission of ideas that can be effectively utilized in educational settings. The articles published in LRP cater to a diverse audience, including practicing managers and students in professional programs. While some articles may focus on practical applications, others may primarily target academic researchers. LRP adopts an inclusive approach to empirical research, accepting studies that draw on various methodologies such as primary survey data, archival data, case studies, and recognized approaches to data collection.