CSR, Digital Transformations and entrepreneurship synergy empower SMEs to forge resilient business environments through enabling enterprises to thrive amidst challenges and stay competitive (Awad and Martín-Rojas, 2024)

E-commerce firms experiencing a less pronounced immediate drop and a quicker rebound (digital inclusion: e-commerce, remote work, and adopting electronic information systems) (Cong et al., 2024)

Ability to successfully leverage on these communal resources (digital platform) and local public goods (Avlijaš, 2022)

SMEs that are utilising digital platforms through technology, digital marketing, and innovations gained success and profitability in passing the crisis (Hossain et al., 2022)

Capacity of digital financial inclusion is needed to address funding difficulties faced by SMEs, encounters limitations pertaining to technical assistance and discrepancies in information (Jin and Liu, 2025)

The use of at least basic digital technologies and selling only it can be a way to stimulate the growth of added value and the employment of SMEs (Roman and Rusu, 2022)

Digital technologies help SMEs in developing countries become more resilient in facing crises and securing their future (the ability to work from home) (Khalil et al., 2022)

Digital technologies help to internationalise SMEs, the relationship is mediated by the presence of an already consolidated Intellectual Capital (Wang et al., 2024)

Digital imperatives could hasten resilience and growth to attain sustainability (Bachtiar et al., 2023)

Adopting digital technologies, modifying business models, and process innovation would enhance internal operation, product innovation, achieving competitiveness and improved performance (Akpan et al., 2024)

The adoption of IR 4.0 technologies equips SMEs with the digital capabilities necessary for resilience in future crisis (Senin et al., 2024)

Made a significant effort to apply and exploit the opportunities offered by digital platforms and tools, and through the process they also become more professionalised as entrepreneurs, and their entrepreneurial confidence grew (Gergely et al., 2024)

By allowing SMEs to transform themselves through embracing digital technologies to the emergence of resilience capability as a second-order dynamic capability (Khurana et al., 2022)

Knowledge intensive processes in digital platforms play an important role in crisis management and efficiently increase resilience (Guo et al., 2023)

Digital technologies integration with relevant standardisation of data science platforms could help SMEs implement effective collaboration with partner organisations (Han and Trimi, 2022)

Digital depth moderates the relationship between digital scope and resilience (Sinha et al., 2024)

The increased use of technologies (sports services digitisation) during the pandemic have been essential to maintaining the performance of the sports business (González-Serrano et al., 2023a)

The disability to take advantage of digital devices reduced businesses' opportunities to pursue diversified activities and limited the ability to develop resilience in economically challenging times (Morris et al., 2022)

IT investment, exploitation of new IT trends and markets, and innovating new mobility will facilitate managerial acumens; Managerial and operational acumens contribute the most to a firm's performance (sales and productivity) (Audretsch and Belitski, 2021)

Digitalisation is crucial in compensating for the restrictions to maintain employment in knowledge-intensive SMEs (Hrivnák et al., 2021)

Higher degree in the use of information systems and dealing with cybersecurity issues deliver better competitiveness (Westerlund, 2020)

The Information System Artifact has mediated the effect of a positive set of behavioural capital on organisational resilience (Velu et al., 2019)

Leverage, enhance, empower, enabling, stimulate, facilitate, equip, improve, help, moderate

Enhance adaptability, improving adaptability, improving ability to adapt, enhancing adaptive capacity

Enhance business agility, foster organisational agility, increase organisational responsiveness, propose new value to the new requirements and trends

Substantial investments in technology and digital infrastructure are critical to enhance economic resilience and adaptability (Hasayotin et al., 2024)

Digital technologies facilitate organisational learning and innovation, thereby augmenting the resilience of SMEs; Digital technologies enhance SMEs' learning capacity and stimulate innovation, ultimately improving their adaptability to market fluctuations and capitalise on emerging opportunities (Awad and Martín-Rojas, 2024)

Gen AI offers transformative potential for SMEs by automating processes, enhancing decision-making and fostering innovation, thereby improving their ability to adapt and thrive amidst market uncertainties (Carayannis et al., 2024)

Digitally mature SMEs exhibited higher levels of organisational resilience, specifically in situational awareness, management of keystone vulnerabilities, and adaptive capacity (Robertson et al., 2022)

Digital Depth and Digital Scope of digitalisation exhibit curvilinear associations with resilience, suggesting optimal levels for maximum benefits; Digital depth moderates the relationship between digital scope and resilience, highlighting their interactive role in enhancing adaptive capacities (Sinha et al., 2024)

Business resilience can be enhanced through business agility, whereas business agility can be improved through networking capabilities, an entrepreneurial orientation, and business model innovation (Waty et al., 2023)

Adopting digital transformation leadership fosters organisational agility, enabling effective digital transformation and business model innovation with a robust knowledge transfer system (Ramadan et al., 2023)

IT competencies and organisational ambidexterity strengthen organisational resilience, reduce missed opportunities and increase organisations' responsiveness to market volatility and enhance the business performance of SMEs (Trieu et al., 2023)

The wider use of digital marketing instruments helps SMEs to propose a new value for customers aligned to the new requirements and trends in tourism, such as travel security, prevailing interest in individual and short-term trips for short distances, and the sharply increased demand for domestic tourism destinations (Sheresheva et al., 2021)