Efficiency-centered, innovation-enabling business models of high tech SMEs: Evidence from Hong Kong

Supporting Digital Transformation in Small and Medium-sized Enterprises: A Procedure Model Involving Publicly Funded Support Units

“…It "is a technologyinduced change on many levels in the organization that includes both the exploitation of digital technologies to improve existing processes, and the exploration of digital innovation, which can potentially transform the business model" [5]. This corresponds to the BM design themes of efficiency and novelty and the topic of organizational ambidexterity [38]. Furthermore, DT is concerned with the digitalization of the whole organization [1].…”

“…While innovation in a BM may arise due to different reasons [38], this article focusses on technologyenabled changes in the context of the DT. These changes can be classified into the overlapping terms digital and data-driven innovation.…”

“…This is also an important enabler, as digital and automated processes are required for new BMs [23]. 2Second, a company can digitally rethink their BM [6] by using digital technology to adapt, improve or extend a component of the existing BM [8,23,38]. One prominent example is the value proposition, which has a direct impact on the customer value and profits [23,54].…”

“…Through the literature review on SME specific procedure models, 15 relevant contributions could be identified [10,18,19,23,25,31,33,35,38,42,46,47,49,55,58]. The identified articles differ in various ways and focus on different aspects.…”

¿Cómo se gestiona la tecnología en las pymes? Diferencias y similitudes entre micro, pequeñas y medianas empresas

“…La literatura reciente sobre gestión tecnológica en Pymes destaca el esfuerzo por generar marcos de evaluación sobre el tipo de estrategia implementada (Bolukbas y Guneri, 2017), así como los impactos de esta actividad sobre el desempeño empresarial en términos de reducción de costos (Burggräf, Dannapfel, Bertling y Xu, 2018;, diferenciación (Loon y Chik, 2018), respuesta a clientes (Zhu, Zou y Zhang, 2018;Hills y Atkinson, 2016), eficiencia (Lohmüller y Petrikhin, 2018), desarrollo de talento y competencias (Bolukbas y Guneri, 2016;Van Der Veen, Perez y Sabbatinelli, 2016;Nordin y Adegoke, 2015), integración y cooperación (Noh y Lee, 2015), pero en particular para el desarrollo de capacidades de absorción (Garengo, 2018), de adopción exitosa de tecnologías emergentes (Burggräf, Dannapfel, Bertling y Xu, 2018;Deranek, Chopra y Mosher, 2017;Niaki y Nonino, 2017), además de competencias para anticipar aplicaciones promisorias y desarrollos futuros (Bullinger, Bauer, Ardilio y Seidenstricker, 2015).…”