To what extent do specific combinations of resources and capabilities impact SME internationalization strategies enabled by digital platforms?

What role do resource configurations and capabilities orchestration play in achieving successful SME internationalization strategies enabled by digital platforms?

What characteristics of the decision-maker (entrepreneur or manager) and the firm appear to impact SME internationalization strategies enabled by digital platforms? How do these compare with those identified in traditional and rapid internationalization processes?

How do SMEs choose a specific digital platform for internationalization? Is there an association with the types of services the digital platform offers or other platform characteristics?

Do SMEs start their internationalization using a single platform or multiple platforms?

Does prior use of a digital platform in the domestic market influence its adoption to internationalize?

To what extent do unsolicited orders from foreign buyers using digital platforms trigger SME internationalization?

What is the impact of digital distance on SME internationalization? How does it compare with the traditional psychic and cultural distance concepts?

Do SMEs from developing economies face unique challenges in adopting digital platforms for internationalization compared to those from developed countries?

Does the impact of digital platforms and digital capabilities on SME internationalization vary across regions, home countries, industries, and other contextual factors?

To what extent do institutional and cultural differences between home and host countries affect SMEs' adoption of digital platforms for internationalization?

To what extent are traditional internationalization theories applicable in explaining the internationalization process of SMEs using digital platforms?

What type of learning is relevant in internationalization processes enabled by digital platforms?

How does commitment manifest in this context? Is it commitment to the platform, to platform members, to digital internationalization, or to internationalization?

How is tacit knowledge acquired in a digital platform, and what types of tacit knowledge are required for SMEs to advance in their internationalization process?

Is the speed of foreign market knowledge acquisition different when SMEs use digital platforms compared to other digital methods?

How do managers and employees learn about cultural differences using digital platforms?

How do the resources and capabilities required for internationalization using digital platforms evolve as SMEs advance in their internationalization process?

What is the nature of the international opportunity recognition process when using digital platforms?

How do SME managers’ perceptions of risks related to the use of digital platforms change over time?

Can SMEs become dependent on digital platforms for their international activities? If so, how can this situation be overcome?

How are international buyer-seller relationships established within digital platforms? How do they differ from those in the physical environment?

What are the specific uses and interactions associated with different types of digital platforms used for SME internationalization?

How do SMEs engage with multiple digital platforms in the same transactions?

What type of relationship do SMEs establish with digital platforms in an international context? Do SMEs have a voice in suggesting improvements to the platform’s design, governance, or structure?

Under what circumstances do SMEs need to establish a physical presence in foreign countries in addition to utilizing digital platforms?

When using a hybrid strategy, do SMEs follow a specific establishment chain? Does the adoption of digital platforms for internationalization come before or after physical internationalization?

What types of conflict emerge when SMEs use hybrid internationalization strategies, and how are they managed?

Are there differences in using digital platforms along the internationalization process by exporting SMEs and SMEs with physical operations abroad?

Is the scope of SME internationalization enabled by digital platforms horizontal (many countries, limited sales per country) or vertical (few countries, larger sales)?

To what extent and under what circumstances do the anticipated benefits of utilizing digital platforms for SME internationalization, as outlined in the digital platform literature, hold?

To what extent and how does using digital platforms for internationalization alleviate the liabilities of smallness, foreignness, emergingness, and outsidership for SMEs?

Do digital platforms help SMEs to build legitimacy in host markets, and through what mechanisms?

How does the use of digital platforms impact SMEs de- and re-internationalization movements?

What are the differences in international performance between firms that use digital platforms for internationalization and those that use e-marketplaces?

What are the main reasons for under-performance or failure associated with internationalization enabled by digital platforms?