Citation
Sadeghi, V.J., Garcia Perez, A., Vrontis, D. and Bedford, D. (2024), "Viewpoint: Digital resilience, new business models and international entrepreneurship in the era of knowledge-economy", Journal of Enterprise Information Management, Vol. 37 No. 5, pp. 1401-1417. https://doi.org/10.1108/JEIM-09-2024-636
Publisher
:Emerald Publishing Limited
Copyright © 2024, Emerald Publishing Limited
Introduction
The transition from an industrial to a knowledge-based economy, accelerated by the fourth industrial revolution (Industry 4.0), has fundamentally transformed the business landscape (Ardito et al., 2021). This shift has brought unprecedented challenges and opportunities for organizations, particularly small and medium-sized enterprises (SMEs), as they navigate the complexities of digital transformation and international expansion (Denicolai et al., 2021; Jafari-Sadeghi et al., 2021). In this context, the concept of digital resilience has emerged as a critical capability for firms to not only survive but thrive in an increasingly volatile, uncertain, complex and ambiguous (VUCA) business environment (Annarelli et al., 2020).
This special issue of the Journal of Enterprise Information Management focuses on the intersections of digital resilience, new business models and international entrepreneurship, particularly emphasizing the importance of digital resilience for SMEs, the adaptation of business models in the digital age and the specific challenges SMEs face in international markets. By exploring these themes, the issue aims to provide valuable insights into how SMEs can leverage digital technologies to enhance their resilience, innovate their business models and successfully pursue international opportunities.
Theoretical foundations
The landscape of international business has undergone a profound transformation in recent decades, driven by the rise of the knowledge economy and the rapid advancement of digital technologies (Hanelt et al., 2020; Vaio et al., 2021). This evolution has given birth to new forms of international entrepreneurship and necessitated the development of novel capabilities, particularly digital resilience, for firms operating in the global marketplace (Dillon et al., 2020). As Oviatt and McDougall (2005) presciently observed, the intersection of international business, entrepreneurship and technological advancement has created a new paradigm for how firms operate across borders.
International entrepreneurship, once characterized primarily by the gradual expansion of firms into foreign markets as described in traditional internationalization theories (Johanson and Vahlne, 1977), has been revolutionized by digital technologies. Today’s international entrepreneurs can leverage digital platforms and ecosystems to engage with global markets from inception, often without significant physical presence abroad (Elia et al., 2020). This phenomenon, termed “born-global” firms by Rennie (1993) and further developed by Knight and Cavusgil (2004), has fundamentally changed our understanding of how firms internationalize.
The digital landscape has redefined how opportunities are discovered, evaluated and exploited across national borders (Cenamor et al., 2019). Zahra et al. (2005) highlight how digital technologies have enhanced entrepreneurs' ability to recognize international opportunities, while Autio et al. (2018) demonstrate how digital affordances enable new forms of value creation in international markets. International entrepreneurs now have unprecedented access to global customer bases, can tap into international talent pools through virtual collaboration and can participate in global value chains with greater ease than ever before (Coviello et al., 2017).
However, this digital transformation also brings new challenges. As Reuber and Fischer (2011) point out, the increased accessibility of international markets has led to heightened competition, with firms facing rivals not just from their home country but from around the globe. Additionally, the rapid pace of technological change means that consumer preferences and market conditions can shift swiftly, requiring entrepreneurs to be ever vigilant and adaptable (Nambisan, 2017). Moreover, navigating diverse digital ecosystems and regulatory environments across different countries adds layers of complexity to international operations (Banalieva and Dhanaraj, 2019).
In this context, digital resilience has emerged as a critical capability for international entrepreneurs. Building on the concept of organizational resilience (Linnenluecke, 2017), digital resilience extends beyond mere technological robustness; it encompasses an organization’s ability to adapt, innovate and thrive in the face of digital disruptions and opportunities. For international entrepreneurs, digital resilience is multifaceted, involving technological adaptability, organizational flexibility and strategic agility (Garousi Mokhtarzadeh et al., 2020; Warner and Wäger, 2019).
Technologically, digital resilience requires the ability to integrate, update and secure digital systems in a rapidly evolving technological landscape. This includes maintaining robust cybersecurity measures, ensuring data protection across international operations and swiftly adopting new technologies (Annarelli et al., 2020; Wylde et al., 2022) that can provide competitive advantages in global markets. As Kshetri (2014) emphasizes, the increasing prevalence of cyber threats makes this aspect of digital resilience particularly crucial for firms operating across borders.
Organizationally, digital resilience demands the cultivation of a digitally savvy workforce and an innovative culture that can quickly respond to international market shifts (He et al., 2022; Wang and Chen, 2022). It involves developing digital competencies across the organization, fostering a mindset of continuous learning and adaptation and creating structures that allow for rapid decision-making in response to global digital trends. Fitzgerald et al. (2014) highlight how this organizational dimension of digital resilience often requires significant cultural and structural changes within firms.
Strategically, digital resilience for international entrepreneurs means the capacity to sense and seize opportunities arising from digital innovations on a global scale. Teece (2007) describes these as dynamic capabilities, which are particularly crucial in fast-moving international digital markets. It requires the ability to reconfigure business models in response to international market demands, leverage data for cross-border decision-making and navigate the complexities of global digital ecosystems. As Autio and Zander (2016) note, this often involves creating and managing platform-based business models that can scale rapidly across international markets.
The importance of digital resilience for international entrepreneurship is particularly pronounced in the era of the knowledge economy. In this economic paradigm, as articulated by Powell and Snellman (2004), value creation is increasingly driven by intellectual capital, innovation and the application of knowledge to solve complex problems. For international entrepreneurs, success in the knowledge economy requires not just the ability to create and leverage knowledge, but to do so across national boundaries and diverse cultural contexts (Mudambi et al., 2018).
Digital resilience enables international entrepreneurs to effectively manage knowledge flows across borders, facilitating learning and innovation in international contexts (Arfi and Hikkerova, 2019; Shen et al., 2018). It allows firms to tap into global knowledge networks, collaborate with international partners and rapidly disseminate innovations across markets. Kogut and Zander’s (1993) seminal work on the evolutionary theory of the multinational corporation underscores the importance of this knowledge transfer capability, which has only been amplified in the digital age.
Moreover, digital resilience enhances an organization’s ability to gather, analyze and act upon data from diverse international sources, improving strategic decision-making in global operations. As George et al. (2014) demonstrate, the ability to leverage big data analytics can provide significant competitive advantages in international markets. This data-driven approach allows firms to personalize offerings for different markets, optimize global supply chains and identify emerging trends across borders.
The convergence of international entrepreneurship and digital resilience in the knowledge economy has given rise to new forms of value creation and capture. Digitally resilient international entrepreneurs can create platform-based business models that scale rapidly across borders, offer knowledge-intensive services to global markets and participate in international innovation ecosystems (Nambisan et al., 2019; Sukumar et al., 2020). They can also more effectively navigate global crises, as demonstrated during the COVID-19 pandemic, by quickly pivoting to digital operations and identifying new opportunities amidst disruption (Soto-Acosta, 2020).
Furthermore, digital resilience is crucial for addressing the sustainability challenges that are increasingly central to international business (Miceli et al., 2021). It enables entrepreneurs to leverage technologies for sustainable innovation, meet evolving global standards and contribute to solving global challenges through their international operations. As emphasized by George et al. (2016), digital technologies offer unprecedented opportunities for firms to contribute to sustainable development goals while pursuing international growth.
The interplay between digital resilience and international entrepreneurship also has significant implications for how firms overcome the liabilities of foreignness and newness in international markets. As Zaheer (1995) originally conceptualized, the liability of foreignness refers to the additional costs and challenges a firm faces when operating in a foreign market. Digital resilience can help mitigate these liabilities by enabling firms to gather market intelligence more effectively, adapt their offerings quickly to local preferences and build virtual networks that bridge cultural and institutional distances (Brouthers et al., 2016).
As we move further into the 21st century, the ability of firms to build and maintain digital resilience while pursuing international opportunities will likely become a key determinant of success in the global marketplace. This special issue represents an important step in developing our understanding of this critical intersection between digital technologies, international entrepreneurship and the knowledge economy.
Statistics of the submissions
In this special issue, we received a total number of 43 original submissions of which 12 were accepted (rejection rate 72%). Each paper makes unique additions to our theoretical and empirical understanding of digital resilience in the international entrepreneurship domain. In total, this special issue found interest from different locations on the planet as the diversity of submissions spread from 19 countries on diverse continents. Among accepted papers (corresponding) authors from seven different countries have contributed to this special issue. Table 1 highlights the country of origin for the submissions in this special issue.
Common themes and trends
Common themes
Several common themes emerged from the submissions, reflecting the current priorities and challenges faced by SMEs in the context of digital transformation and international entrepreneurship. This included:
Digital transformation and resilience: Many papers emphasized the critical role of digital transformation in building resilience. This included discussions on how SMEs can leverage digital technologies to enhance their operational efficiency, innovate business models and improve their competitive edge in international markets.
Innovative business models: A significant number of submissions explored innovative business models that SMEs are adopting to thrive in the digital economy. These models often integrate digital platforms, data analytics and new value creation mechanisms that support international expansion.
Cybersecurity and risk management: Given the increasing digitalization, several papers addressed the importance of cybersecurity and effective risk management strategies. These studies highlight the need for robust digital infrastructures and practices to protect against cyber threats and ensure business continuity.
Innovative approaches
The submissions also showcased a variety of innovative approaches, offering fresh perspectives and practical insights, including:
Use of advanced technologies: Many authors investigated the application of advanced technologies such as artificial intelligence, blockchain and the Internet of Things (IoT). These technologies are seen as pivotal in driving digital resilience and enabling SMEs to tap into global markets with greater agility.
Case studies and empirical research: A notable trend was the use of detailed case studies and empirical research to illustrate successful digital transformation strategies. These real-world examples provide valuable lessons and actionable insights for other SMEs looking to enhance their digital capabilities.
Interdisciplinary methods: Several papers adopted interdisciplinary approaches, combining insights from business management, information systems and entrepreneurship. This holistic view helps to understand the multifaceted challenges of digital resilience and international entrepreneurship.
Future research directions
The insights gained from these submissions not only advance our understanding of digital resilience and international entrepreneurship but also point to several future research directions. These include exploring the long-term impact of digital transformation on business sustainability, examining the role of government policies in supporting digital resilience and investigating the interplay between digital capabilities and international market entry strategies.
By highlighting these common themes and innovative approaches, this special issue aims to contribute significantly to the body of knowledge and provide practical guidance for SMEs navigating the digital economy (see Figure 1).
Theme 1: digital resilience and SME internationalization
This theme explores the intricate relationship between digital resilience and the internationalization process of SMEs. The papers in this category examine how SMEs leverage digital capabilities to enhance their resilience in international markets, focusing on both the mechanisms and outcomes of this process. They investigate the role of digital platforms in facilitating internationalization and building resilience, providing insights into how SMEs can navigate the challenges of global expansion in the digital age. The research spans various contexts, including a study of Chinese listed companies, offering a comparative perspective on digital resilience in different institutional environments. Additionally, a systematic review of this theme synthesizes existing knowledge and proposes a research agenda, laying the groundwork for future studies in this rapidly evolving field.
To begin with, a systematic literature review “Digitalisation and internationalisation in SMEs: a systematic review and research agenda” (Bargoni et al., 2024) examines the role of digitalization in enabling the internationalization of SMEs. The study identifies three key domains impacted by digital technologies: (1) internationalization through ICT adoption and e-commerce platforms, (2) international expansion through digitalizing value chain activities and (3) international outreach through knowledge acquisition on digital platforms. The review highlights how digital technologies help SMEs overcome resource constraints, reduce internationalization costs and compete globally. Key findings include the importance of digital platforms in facilitating market entry and knowledge acquisition, the reconfiguration of value chains through digital transformation and the role of digital capabilities in enhancing SMEs' resilience and competitiveness in international markets. The paper contributes to the literature by providing an integrative framework of digitalization’s impact on SME internationalization and proposing future research directions in this rapidly evolving field.
In the paper entitled “Digital resilience in the internationalization of small and medium companies: how does it work?”, Wang et al. (2024) explore the role of digital technologies in the internationalization of SMEs, focusing on how digital resilience is achieved through the accumulation of intellectual capital (IC). Using a sample of Chinese SMEs listed on the Growth Enterprise Market from 2010 to 2021, the research examines the relationship between digital technologies, IC components (human, relational and innovation capital) and internationalization intensity. The findings reveal that digital technologies positively influence SME internationalization, with this relationship mediated by all three IC components. The study also investigates the impact of external shocks, specifically the Sino-US trade friction, on these relationships. Results show that under conditions of increased environmental uncertainty, SMEs tend to leverage digital technologies to accumulate human and relational capital more intensively, suggesting a preference for efficiency-driven strategies to achieve digital resilience. Conversely, the mediating effect of innovation capital remains unaffected by the trade friction. This research contributes to the understanding of digital resilience in the context of SME internationalization, elucidates the mechanisms through which digital technologies influence this process and provides insights into how SMEs adapt their strategies in response to external shocks. The study offers practical implications for SMEs seeking to enhance their international competitiveness through digital technologies and intellectual capital management, while also highlighting the potential long-term risks of prioritizing efficiency over innovation in response to environmental turbulence.
Furthermore, in their research “Digital resilience and firm internationalization: a study of Chinese listed companies” Li et al. (2024) examine the impact of digital resilience on firms' international performance using panel data from Chinese listed companies from 2007 to 2020. The research explores how digital resilience, measured as the interaction between a firm’s digitization level and the speed of technological change in its industry, affects internationalization through internal operation efficiency and innovation. The findings reveal that digital resilience has a positive effect on internationalization, with a stronger impact on smaller firms. The study identifies two key mechanisms through which digital resilience promotes internationalization: improved internal operation efficiency (measured by asset turnover and cash flow) and enhanced innovation capabilities (reflected in patent quantity, quality and collaboration). The research contributes to the resource-based view by extending its application to digital resilience in the context of internationalization. It highlights the importance of developing digital resilience as a strategic capability for firms seeking to expand internationally, particularly in rapidly changing technological environments. The study also offers practical implications for managers, emphasizing the need for a holistic approach to digital resilience that encompasses organizational culture, technology infrastructure and innovation strategies. Overall, this research provides valuable insights into how firms can leverage digital resilience to enhance their competitiveness and adaptability in global markets, underlining the critical role of digital capabilities in driving international business success in the digital age.
Finally, the paper “Digital transformation and SME internationalisation: unravelling the moderated-mediation role of digital capabilities, digital resilience and digital maturity” by Aghazadeh et al. (2024) examines the role of digital platform capability and digital resilience in mediating the relationship between digital resources (customer as data provider and digital leadership) and international growth for SMEs. Using data from Iranian IT firms, the research finds that digital platform capability and digital resilience fully mediate the impact of digital resources on international growth. Additionally, the study investigates how digital business model maturity moderates these relationships, revealing that higher levels of digital maturity strengthen the indirect effects. The findings contribute to understanding how SMEs can leverage digital capabilities for international expansion, particularly in emerging markets. The study highlights the importance of developing both digital platform capabilities and resilience to achieve international growth, while also emphasizing the role of digital maturity in enhancing these relationships. This research provides valuable insights for SMEs seeking to digitally transform and expand internationally, as well as for policymakers aiming to support SME internationalization in the digital era.
Theme 2: technological innovation and business model adaptation
The papers under this theme delve into how emerging technologies are driving innovation and forcing SMEs to adapt their business models. They examine the challenges and opportunities presented by cutting-edge technologies such as smart contracts (SCs) and blockchain, particularly in the context of building digital resilience. The transformation of the remittance industry through blockchain technology serves as a case study of how digital innovations can disrupt traditional business models and create new opportunities for SMEs. Furthermore, the research explores how the COVID-19 pandemic has accelerated digital transformation, particularly in B2B contexts, highlighting the importance of digital resilience in times of crisis and the emergence of new business models in the knowledge economy.
Zirar et al. (2024) in “Smart contract challenges and drawbacks for SME digital resilience” explores the challenges and drawbacks of SCs in relation to digital resilience for SMEs. Through a systematic literature review, the authors identify three key themes impacting SME digital resilience: legal issues, security concerns and human error. The study highlights that while SCs can enhance resilience through automation, cost savings and efficiency gains, they also present significant risks such as inflexibility, security vulnerabilities and potential for human mistakes. The authors argue for a “centralized control in decentralized solutions” approach to address these issues, emphasizing the need for standards, regulations and legislation in SC implementation. The paper contributes to the understanding of SC adoption challenges for SMEs and highlights the importance of balancing the benefits of decentralization with necessary safeguards. It also underscores the need for increased awareness and knowledge among SMEs regarding SCs to support informed decision-making in their digital transformation efforts.
In their paper “Transforming the remittance industry: harnessing the power of blockchain technology”, Christodoulou et al., (2024) investigate the potential of blockchain technology to revolutionize the remittance industry. Using an interpretivism approach and qualitative methods, the study collected data from 25 blockchain experts with extensive experience. The analysis revealed a unanimous consensus among experts regarding blockchain’s transformative potential in the remittance sector. Key opportunities identified include cost reduction, increased efficiency, enhanced security and improved financial inclusion. The paper also highlights challenges such as regulatory hurdles, scalability issues and the need for wider adoption. The findings have significant implications for both practitioners and theorists in the field, suggesting that blockchain technology could address longstanding issues in the remittance industry such as high costs and slow transaction speeds. The study concludes by recommending the swift adoption of blockchain-based solutions while acknowledging the need for further research to overcome existing challenges.
Also, Chatterjee et al. (2024) in “Digital resilience and new business models in post COVID-19 scenario: from B2B perspective in the era of the knowledge economy” examine the impact of the COVID-19 pandemic on business-to-business (B2B) cooperation and coordination, as well as firms' financial and operational performance, in the context of the knowledge economy. Using social network theory and coordination theory, the study developed and validated a theoretical model through structural equation modeling, analyzing responses from 712 professionals involved in B2B relationship management. The findings reveal that the pandemic had a significant moderating effect on the relationship between B2B cooperation/coordination and relationship satisfaction. The study also found that the pandemic negatively affected firms' financial and operational performance through its impact on B2B relationship management. The research highlights the importance of digital resilience and new business models in the post-COVID scenario, emphasizing the need for firms to enhance their knowledge capacity, improve digital strategies and strengthen interpersonal relationships to navigate the challenges of the knowledge economy.
Theme 3: entrepreneurship and sustainable development
This theme addresses the intersection of entrepreneurship, digital resilience and sustainable development. The papers explore how artisan entrepreneurs in low-density and cross-border territories leverage digital technologies to build resilience and contribute to sustainable development. They investigate the application of the quintuple helix innovation model, which integrates economic, social and environmental considerations. Additionally, the research examines how SMEs in the hotel sector adopt green labels as a strategy to reassure customers and enhance their sustainability credentials. This theme also includes a study on approaches to developing entrepreneurial skills in an international context, emphasizing the importance of human capital in building resilient and sustainable businesses in the digital era.
In this regard, the paper “Artisan entrepreneurship, resilience and sustainable development: the quintuple helix innovation model in the low-density and cross-border territories” (Rodrigues et al., 2024) examines artisan entrepreneurship and its role in the sustainable development of low-density cross-border territories in Portugal and Spain, using the quintuple helix innovation model. Through semi-structured interviews with 10 cultural and traditional artisans, the study found that artisans are enterprising individuals whose handicrafts transmit the values and teachings of their communities. The artisans demonstrate innovation, sustainability and circular economy practices in a family environment, where dedication, resilience and hard work convey an identity that positions them as drivers for enhancing and promoting their territory’s cultural heritage. The study highlights the importance of cooperation, digital technology adoption and sustainability practices in artisan entrepreneurship. However, it also identifies challenges such as limited use of digital tools and the need for greater recognition from local authorities. The research contributes to understanding the artisan’s profile and its significance in promoting sustainable development in low-density cross-border regions.
Yildiz et al. (2024) in “The adoption of the green label by SMEs in the hotel sector: a leverage for reassuring their customers” investigate the impact of green labels on eco-conscious tourists' intentions to book sustainable hotels online. Using a structural equation model with data from 349 respondents, the research found that green labels displayed on hotel websites positively influence booking intentions by decreasing perceived green risk and increasing green trust. The study demonstrates that environmentally aware tourists are more sensitive to green labels and more likely to book sustainable accommodations. The findings contribute to understanding how SMEs in the hotel sector can leverage green practices to improve their competitiveness and sustainability in the digital era. The paper suggests that adopting green labels can help hotels reassure eco-conscious customers, enhance their international presence and adapt to changing consumer preferences for environmentally friendly services. Overall, the study highlights the importance of green marketing strategies in the hospitality industry’s transition toward more sustainable business models.
Eventually, the paper “International entrepreneurship: an approach for entrepreneurial skill development” (Sousa et al., 2024) investigates the changing skills required for international entrepreneurship and examines awareness of these skills among students and professionals in four European countries. Using a quantitative cross-sectional analysis with 150 participants, the study found that entrepreneurs had developed most competencies except access to finance, while students had lower perceptions of their skills, particularly needing improvement in areas like business planning, financial skills and digital marketing. The research highlights the importance of both hard and soft skills for international entrepreneurship and suggests that education programs should be tailored differently for students versus practitioners. For students, a broader program covering various entrepreneurial competencies is recommended, while professionals may benefit from more specific courses on areas like access to finance and digital marketing. The study contributes to understanding skill development needs for international entrepreneurship and provides insights for policymakers and practitioners on improving entrepreneurial education and training.
Theme 4: digital capabilities and organizational performance
The final theme focuses on the relationship between digital capabilities, organizational resilience and performance outcomes. Papers in this category model and analyze the enablers of digital resilience for SMEs, providing insights into how organizations can build and enhance their digital capabilities. They examine the impact of digital resilience and innovation on the international performance of SMEs, particularly in the context of emerging economies. This theme also includes research on organizational cyber resilience, offering a heuristic approach to bridge the gap between theoretical foundations and practical applications. Collectively, these papers contribute to our understanding of how digital capabilities can be developed and leveraged to improve organizational performance and resilience in an increasingly digital and globally connected business environment.
The final theme starts with the paper entitled “Modelling and analyzing the enablers of digital resilience for small and medium enterprises” (Kumar et al., 2024), which examines the enablers of digital resilience for SMEs in the context of Industry 4.0. Through a systematic literature review and expert opinions, the study identifies 10 key enablers and analyzes their relationships using fuzzy interpretive structural modeling (F-ISM) and MICMAC analysis. The results reveal that management competencies, knowledge management and monitoring and controlling are the most critical enablers with high driving power. The F-ISM model provides four pathways for SMEs to achieve digital resilience, emphasizing the importance of managerial skills, knowledge management and strategic planning. The study contributes to understanding how SMEs can enhance their digital transformation process and offers insights for policymakers and practitioners into developing effective strategies for SME digital resilience. The research highlights the need for SMEs to focus on developing internal competencies, leveraging technology and adapting to the changing business environment to remain competitive in the digital era.
Eventually, Razavi Hajiagha et al. (2024) in the paper “A perspective of international performance improvement concentrating on innovation and digital resilience of SMEs: the case of an emerging economy” examines the relationships between international performance, innovation and digital resilience for SMEs in emerging economies. Using a hybrid methodology combining literature review, fuzzy Delphi method and interval type-2 trapezoidal fuzzy DEMATEL-ANP approach, the study identifies key factors affecting these dimensions and analyzes their causal relationships and importance. The findings reveal that digital resilience and innovation are correlated and both impact SMEs' international performance. Among the effect factors, business model innovation, agility, product innovation and organizational innovation are found to be most important. For cause factors, international knowledge, personal drivers and digital transformation are most significant. The study contributes to understanding the dynamics between these dimensions for SMEs and provides insights for managers on prioritizing efforts to enhance performance in international markets. It highlights the importance of digital resilience and innovation in driving international performance and offers a framework for SMEs to develop targeted strategies in an increasingly digital and competitive global environment.
Key insights and future research areas
Area 1: digital transformation of internationalization
A key insight emerging from this special issue is the transformative impact of digital technologies on the internationalization process, enabling rapid and often virtual expansion into global markets. Future research could explore how this digital transformation continues to evolve, potentially focusing on the role of emerging technologies such as artificial intelligence and blockchain in reshaping international entrepreneurship. Scholars might investigate how these technologies enable new forms of market entry, customer engagement and value creation across borders. Additionally, research could examine how the increasing digitalization of international business affects traditional theories of internationalization, potentially leading to new theoretical frameworks that better capture the realities of the digital age.
Area 2: dynamic capabilities in digital contexts
The papers in this issue underscore the importance of developing dynamic capabilities that allow firms to sense and seize opportunities in fast-changing digital landscapes across borders. Future research in this area could delve deeper into how these capabilities are developed, maintained and evolved in the context of international digital entrepreneurship. Studies might explore the specific processes and routines that contribute to digital dynamic capabilities, as well as how these capabilities differ across cultural and institutional contexts. Furthermore, longitudinal studies examining how dynamic capabilities in digital contexts contribute to long-term international performance and resilience could provide valuable insights for both theory and practice.
Area 3: mitigating liabilities through digital resilience
Another significant insight is the role of digital resilience in mitigating the liabilities of foreignness and newness in international markets. Future research could further explore this phenomenon, examining how digital technologies and resilience strategies can help overcome traditional barriers to internationalization. Scholars might investigate the specific mechanisms through which digital resilience contributes to overcoming these liabilities, as well as potential new forms of liability that may emerge in highly digitalized international markets. Comparative studies across different types of international ventures (e.g. born-globals, traditional internationalizers, digital platform businesses) could shed light on how the relationship between digital resilience and liability mitigation varies across different internationalization paths.
Area 4: sustainable development and digital international entrepreneurship
The potential of digitally resilient firms to contribute to sustainable development goals while pursuing international growth is a promising area for future research. Studies could examine how digital technologies enable international entrepreneurs to address global challenges, create sustainable business models and contribute to social and environmental goals across borders. Research might focus on the development of new metrics that capture both the economic and sustainability performance of digitally resilient international ventures. Additionally, scholars could explore how policy frameworks can be designed to encourage digitally-enabled sustainable international entrepreneurship.
Area 5: ecosystem resilience in international contexts
As international business increasingly operates within complex digital ecosystems, research on how entrepreneurs can build resilience not just within their organizations but across their entire digital ecosystems is crucial. Future studies could examine the nature of these international digital ecosystems, the roles different actors play within them and how resilience at the ecosystem level contributes to the success of international ventures. Research might also explore how ecosystem resilience strategies differ across various international contexts and how entrepreneurs can effectively manage their position within global digital ecosystems.
Area 6: crisis management and digital resilience
The recent global pandemic has highlighted the importance of digital resilience in navigating international crises. Future research could build on this experience to examine how digital resilience enables international entrepreneurs to manage various types of global disruptions. Studies might investigate the specific digital strategies and capabilities that contribute to crisis resilience in international contexts, as well as how these strategies can be developed and implemented effectively. Comparative research across different types of crises and their impacts on international digital entrepreneurship could provide valuable insights for both theory and practice.
The summary of key insights and future research areas is delineated in Figure 2.
Conclusion
This special issue on “Digital Resilience, New Business Models and International Entrepreneurship in the Era of Knowledge-Economy” provides a comprehensive exploration of the intersection between digital technologies, international entrepreneurship and organizational resilience. The collected papers offer valuable insights into how firms, particularly SMEs, can leverage digital capabilities to enhance their resilience, innovate their business models and successfully navigate the complexities of international markets in the digital age.
Expected impact on the field
The research presented in this special issue is expected to have a significant impact on both the academic and practical aspects of digital resilience and international entrepreneurship. Academically, it advances our theoretical understanding of how digital technologies and resilience strategies can drive international business success. Practically, it offers actionable insights for entrepreneurs, managers and policymakers on how to effectively integrate digital solutions to overcome challenges and seize opportunities in the global market.
Key contributions of this special issue include:
- (1)
Providing a detailed analysis of how digital transformation can be harnessed to build resilient SMEs capable of thriving in volatile environments.
- (2)
Highlighting innovative business models that are emerging as a result of digital disruptions and showing how these models can be adopted by other enterprises.
- (3)
Offering empirical evidence and case studies that illustrate successful digital resilience strategies, which can serve as benchmarks for other firms.
Encouragement for engagement and contribution
We encourage readers to actively engage with the findings presented in this special issue. The insights and discussions initiated here are just the beginning of a broader conversation on the critical role of digital resilience and international entrepreneurship in the knowledge economy.
To further this discourse, we invite scholars and practitioners to:
- (1)
Explore and expand: delve deeper into the themes discussed in this issue and explore new avenues for research. Future studies could investigate emerging technologies, dynamic capabilities in digital contexts and sustainable development in greater detail.
- (2)
Apply and innovate: utilize the practical insights and frameworks provided to implement digital resilience strategies within their own organizations. Innovate upon these ideas to address unique challenges and opportunities in different contexts.
- (3)
Collaborate and share: Engage in cross-disciplinary and cross-industry collaborations to enrich the understanding and application of digital resilience. Share your experiences, successes and challenges to contribute to a collective knowledge base that benefits the wider community.
Call to action
As we move further into the 21st century, the ability of firms to build and maintain digital resilience while pursuing international opportunities will likely become a key determinant of success in the global marketplace. This special issue represents an important step in developing our understanding of this critical intersection between digital technologies, international entrepreneurship and the knowledge economy.
We hope that this special issue will serve as a catalyst for further research in this vital area, inspiring scholars to delve deeper into the complexities of building digitally resilient international ventures and providing valuable guidance to practitioners. In an era where change is the only constant, digital resilience emerges not just as a defensive capability but as a fundamental driver of innovation, growth and competitive advantage in international markets.
Figures
Figure 1
Main themes of this special issue
Figure 2
Key insights and future areas themes of this special issue
Manuscript accepted by the country of origin
| Country/Region | Accept | Reject | Total | Accept ratio (%) |
|---|---|---|---|---|
| Australia | 0 | 1 | 1 | 0.00 |
| China | 1 | 5 | 6 | 16.67 |
| Denmark | 0 | 1 | 1 | 0.00 |
| France | 1 | 0 | 1 | 100.00 |
| Hungary | 0 | 1 | 1 | 0.00 |
| India | 2 | 6 | 8 | 25.00 |
| Indonesia | 0 | 4 | 4 | 0.00 |
| Iran | 1 | 1 | 2 | 50.00 |
| Italy | 2 | 1 | 3 | 66.67 |
| Jordan | 0 | 1 | 1 | 0.00 |
| Lebanon | 0 | 1 | 1 | 0.00 |
| Macedonia | 1 | 0 | 1 | 100.00 |
| Malaysia | 0 | 2 | 2 | 0.00 |
| Poland | 0 | 1 | 1 | 0.00 |
| South Africa | 0 | 1 | 1 | 0.00 |
| Turkey | 0 | 2 | 2 | 0.00 |
| United Arab Emirates | 1 | 0 | 1 | 100.00 |
| United Kingdom | 4 | 1 | 5 | 80.00 |
| Viet Nam | 0 | 1 | 1 | 0.00 |
| Total | 13 | 30 | 43 | 30.23 |
Source(s): Authors’ elaboration
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Acknowledgements
Erratum: It has come to the attention of the publisher that the article, Vahid J. Sadeghi, Alexeis Garcia Perez, Demetris Vrontis and Denise Bedford “Viewpoint: Digital resilience, new business models and international entrepreneurship in the era of knowledge-economy”, published in Journal of Enterprise Information Management, Vol. 37 No. 5, pp. 1401-1417, was published with misleading affiliation information for Demetris Vrontis. The correct affiliation information is Department of Management, University of Nicosia, Nicosia, Cyprus; Department of Management Studies, Lebanese American University, Beirut, Lebanon; S P Jain School of Global Management, Singapore Campus, Singapore. The error was introduced in the editorial process and has now been corrected in the online version. The publisher sincerely apologises for these errors and for any inconvenience caused.
About the authors
Dr Vahid J. Sadeghi (SFHEA) is Associate Professor (Senior Lecturer) in International Entrepreneurship and the Director of the Ph.D. Program at Aston Business School. He is Member of the Executive Board of the Academy of International Business UK and Ireland Chapter (AIB-UKI) and is Active Researcher in International Entrepreneurship, particularly in the area of SME internationalization. Vahid is the Chair of the 50th AIB UK and Ireland Chapter Conference (2024) and Member of the Organization Committee of The Institute for Small Business and Entrepreneurship (ISBE) 2023 conference, hosted by Aston Business School. He has published papers in leading international journals such as the British Journal of Management, Risk Analysis, International Business Review, Journal of Business Research, Technological Forecasting and Social Change, Journal of International Entrepreneurship, etc. Dr Sadeghi is Associate Editor at the EuroMed Journal of Business, and Member of the Editorial Board of The International Journal of Entrepreneurship and Innovation, International Journal of Entrepreneurship and Small Business, International Journal of Business and Globalisation and British Food Journal. He has served as Lead Guest Editor for Special Issues at the International Journal of Entrepreneurial Behavior and Research, Journal of Enterprise Information Management, Journal of Theoretical and Applied Electronic Commerce Research and British Food Journal. Vahid has edited various books in Springer, Routledge and Emerald and performed as Track Chair and Presenter for several international conferences.
Alexeis Garcia Perez is Professor of Digital Business and Society at Aston Business School, Aston University. He is also Visiting Professor at the Centre for Business in Society of Coventry University and Visiting Research Scholar at the Department of Communication, Culture and Technology of Georgetown University. His original background in computer science was complemented by a Ph.D. in Information Systems from Cranfield University. This socio-technical understanding of information technologies and information systems has enabled a focus on the wider challenges of data, information and knowledge management in business and society, with particular emphasis on data-driven innovation and digital transformation strategies. His research has been funded by national and international bodies including Horizon Europe, EPSRC, the Railway Safety and Standards Board and Network Rail. Alexeis has led teams delivering information systems programs in both computing and business environments, including MBA in cyber security. He is Senior Fellow of the Higher Education Academy and Member of the Executive Committee of the International Association for Knowledge Management.
Demetris Vrontis is the Vice Rector for Faculty and Research and Professor of Strategic Marketing Management at the University of Nicosia, Cyprus. He is the Founder and Editor-in-Chief of the EuroMed Journal of Business, Associate Editor of the Journal of Business Research, Associate Editor of the International Marketing Review and Consulting Editor of the Journal of International Management. He has wide editorial experience and has successfully edited over 60 guest editions in top tier journals. He is the President of the EuroMed Academy of Business, which serves as an important and influential regional academy in the area of business and management and Managing Director of Gnosis: Mediterranean Institute for Management Science. He has widely published in about 300 refereed journal articles, 45 books and 60 chapters in books and has presented papers to over 80 conferences around the globe. He is Fellow Member and Certified Chartered Marketer of the Chartered Institute of Marketing and Chartered Business Consultant. He is also currently serving as Consultant and is Member of the board of directors to several international companies.
Denise Bedford is currently Adjunct Professor at Georgetown University’s Communication Culture and Technology program, Adjunct Faculty at the Schulich School of Business, York University, Visiting Scholar at the University of Coventry and Distinguished Practitioner and Virtual Fellow with the U.S. Department of State. She teaches a range of graduate level courses in knowledge management, enterprise architecture and data sciences. Her current research interests include knowledge architectures and knowledge engineering, knowledge economies and knowledge cities, intellectual capital management, knowledge sharing behaviors, semantic analysis and text analytics, communities of practice, business architecture, document engineering and content architectures, multilingual architecture and search system design/architectures. Dr Bedford retired from the World Bank in 2010 where she was Senior Information Officer. From 2010 to 2015, Dr Bedford was the Goodyear Professor of Knowledge Management at Kent State University. Dr Bedford has also worked for Intel Corporation, NASA, University of California Systemwide Administration and Stanford University. Her educational background includes B.A. Triple Major in History, in Russian Language/Literature and in German Language/Literature from the University of Michigan; M.A. in Russian History also from University of Michigan; M.S. in Librarianship from Western Michigan University and Ph.D. in Information Science from University of California, Berkeley. Dr Bedford’s non-academic interests include collecting 18th century mid-Atlantic and Southern antiques, caring for her nine very large rescue dogs, heirloom gardening and historical tourism.