The single digital innovation dimension is not necessary for organisational resilience, and the multi-dimensional digital innovation synergy effectively enhances organisational resilience (Wang and Sun, 2025a)

Organisational resilience improvement hinges not on a singular digital innovation but on the interactions among various digital innovations (Wang and Sun, 2025b)

Critical values SMEs need to achieve successful digital transformation, including dynamic capabilities, digital capability, digital inclusion, leadership orientation, learning and knowledge management, and collaboration (Sagala and Őri, 2025b)

Digital transformation alone may not foster organisational resilience (Soomro and Khan, 2024)

The entrepreneurs who adopted online store technology exhibited differential identity motives and a resilience mindset; to modify entrepreneurs' resilience enactment entrepreneurs may need to modify their identity motives (to externally focus) or act consciously to override them (Smith et al., 2022)

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)

Management competencies, knowledge management, and monitoring and controlling were the most crucial to enhance digital resilience among SMEs (Kumar et al., 2024a)

Managers have to pay attention to the development of noncognitive dynamic capabilities to ensure the success of digital transformation for obsolescence trap avoidance (Ates and Acur, 2022)

User-generated content and user experience tracking are very important aspects to address for reaching and sustaining Digital Business Model maturity; but a high proportion of surveyed companies did not pay due attention to their implementation (Spremic et al., 2024)

Identifying appropriate strategies for mitigating any negative impact; legality, security and human error are key smart contract challenges that impact SME digital resilience (Zirar et al., 2024)

Integrated approach is needed (between sustainable digitalisation and digital sustainability) (Ogrean and Herciu, 2021)

The interplay of sustainability orientation and digital orientation can create stronger digital business model innovation, but the synergy between them will be weakened in more dynamic environment (Xie et al., 2024)

Identify the transformation drivers and readiness to apply digital technologies; Rethink the business sector if the driver and technology niches and existing specific skills and competencies can be identified (Gregurec et al., 2021)

The success of implementing and adopting E-Commerce relies mainly on the combination and the awareness of internal and external determinants (Costa and Castro, 2021)

Improvements in the digital competencies of personal trainers' sports entrepreneurs, the development of strategic plans and activities related to innovation/R&D and process improvements are important measures to maintain the competitiveness of small sports businesses during crises (González-Serrano et al., 2023a)

Scaffold is needed to support SMEs in the early stages of digitalisation to increase understanding of core concepts, i.e. industry 4.0 concepts and available technologies, data handling, integration capability, upskilling and training, and strategic management capabilities (Hansen et al., 2025)

Single digital innovation not necessary, not a singular digital innovation, diversify, combination

Digital leadership, entrepreneur identity motives, management competencies

Appropriate strategies, overcome internal and external barriers, rethink transformation driver, internal and external determinants, development of strategic plan, scaffold

Strategic alignment, internal factors determine digital business intensity, appropriate digital infrastructure

Frugal innovation, Ambidexterity, diverse digital strategies

Collaborative process, collaboration capabilities

Digital training, lack of technology skills, digital leadership, digital knowledge, knowledge acquisition, able to use

SMEs should perform stakeholder governance, professionalise organisational culture, reinforce external orientation, proactively manage macro-factors, and diversify investment in managerial human capital (sustainability ambitions and digital competencies) (Isensee et al., 2023)

Internal factors (management support, organisational flexibility, and risk-tolerant culture) determine the impact of digital business intensity (Mladenova, 2024)

Strategic alignment between technological advances and organisational goals emerges as essential, especially for SMEs facing resources, regulatory compliance, and skills development challenges (Gouveia et al., 2024)

Entrepreneurs need to invest in appropriate digital infrastructure, like high-speed Internet, cloud, and secure computing, to ensure the smooth running of digital activities (Msomi and Ntuli, 2024)

SMEs need to sharpen their internal competencies SMEs must essentially be dynamic, forward-looking, and transformational in capturing the regional and global markets' opportunities (Hu and Kee, 2022)

Playing different roles within the same market (business-to-business and business-to-consumer) simultaneously, simultaneous entrance and managing multiple markets (Ambidextrity) and exploiting manufacturing knowledge for exploring product and business model innovation (simultaneous learning processes) is critical for resilience (Bettiol et al., 2023)

Business owners were resilient and established diverse digital strategies that helped them to keep their businesses afloat throughout the time of disruption (Ibidunni et al., 2022)

Frugal innovation and ambidexterity were bridge the influence between digital business transformation and resilience of SMEs; The role of share value relational capital, frugal innovation and ambidexterity variables can be a bridge to leverage the resilience of SMEs (Widiatmaka et al., 2024)

Collaborative process model was suggested for such SMEs to overcome internal and external barriers to obtaining sustainability to strive towards more sustainable production (Rahnama et al., 2022)

Digital transformation, collaboration capabilities, and innovation value influence the resilience of SMEs. The environment for entrepreneurship and the digital transition has an impact on the ups and downs of digital transformation (Sulastri et al., 2023)

Identified barriers are categorised as IT adoption barriers, lack of in-house technology skills, readiness barriers, and adverse operational realities (Kumar et al., 2024b)

Digital leadership and empowerment affecting organisational performance; digital training affecting organisational performance in terms of employee capability (Lathabhavan and Kuppusamy, 2024)

Uncertain environment encourages SMEs to go digital. However, resilient companies require less external financial support to achieve their digitalisation goals (Őri et al., 2024)

Digital sensing, digital seizing, and digital reconfiguration capabilities effectively coordinate the survival process (Saka et al., 2025)

The impact of digital resources on resilience fully mediated by digital platform capability, connecting digital resources to SME growth (Aghazadeh et al., 2024)

Scaffolding approach to competence development can enable knowledge acquisition and the formation of digital transformation strategies (Hansen et al., 2025)

SMEs facing technological barriers (e.g. digitalisation and forecasting capabilities) for resilience (Sharma et al., 2024)

ICT skills can increase employment and decrease social exclusion (Avram et al., 2019)

SMEs should be able to use digital communication channels, such as social media, to create value streams by using relationship management and feedback management (Klein and Todesco, 2021)

Majority of entrepreneurs possessed a relatively high level of knowledge about cybersecurity (Radzi et al., 2024)

SMEs' previous knowledge and technological resources and capabilities, and collaboration networks with providers are found to trigger the adoption of digital technology (Holl and Rama, 2024)