SNDT WOMEN'S UNIVERSITY
BMK Knowledge Resource Centre
Vithaldas Vidyavihar, Juhu Tara Road,
Santacruz (West) Mumbai - 400049
Is Digital Business Model Innovation the Silver Bullet for SMEs Competitiveness in Digital Era? Evidence from a Developing Nation
Ming Fang Teoh
Is Digital Business Model Innovation the Silver Bullet for SMEs Competitiveness in Digital Era? Evidence from a Developing Nation - PP422-437
Digital business model innovation (DBMI) is often claimed to be a ‘game changer’ for SMEs in Malaysia. Small and medium-sized enterprises (SMEs) can use digital technology to coordinate business activities and create and deliver differentiated value to customers in both domestic and global markets. The literature on DBMI is sparse in the SME context. Therefore, semi-structured interviews were conducted with eight SME top managers to investigate how SMEs in manufacturing and service sector can implement DBMI (value creation innovation, value proposition innovation, value delivery innovation, value capture innovation); the challenges encountered in the DBMI adoption process and how they can be resolved; and perceptions of DBMI (whether as a ‘storm’ or ‘silver bullet’ for SMEs competitiveness). The findings highlight that DBMI is perceived as a ‘silver bullet’ for SMEs that will allow them to improve competitiveness and sustainability in the digital age. This study contributes insights and valuable information to researchers, academics, SMEs, entrepreneurs (managers) and policy makers.
Digital bussiness model innovation [DBMI]
Value Creation innovation
value proposition innovation
value delivery innovation
value caputue innovation
SMs competitiveness
Is Digital Business Model Innovation the Silver Bullet for SMEs Competitiveness in Digital Era? Evidence from a Developing Nation - PP422-437
Digital business model innovation (DBMI) is often claimed to be a ‘game changer’ for SMEs in Malaysia. Small and medium-sized enterprises (SMEs) can use digital technology to coordinate business activities and create and deliver differentiated value to customers in both domestic and global markets. The literature on DBMI is sparse in the SME context. Therefore, semi-structured interviews were conducted with eight SME top managers to investigate how SMEs in manufacturing and service sector can implement DBMI (value creation innovation, value proposition innovation, value delivery innovation, value capture innovation); the challenges encountered in the DBMI adoption process and how they can be resolved; and perceptions of DBMI (whether as a ‘storm’ or ‘silver bullet’ for SMEs competitiveness). The findings highlight that DBMI is perceived as a ‘silver bullet’ for SMEs that will allow them to improve competitiveness and sustainability in the digital age. This study contributes insights and valuable information to researchers, academics, SMEs, entrepreneurs (managers) and policy makers.
Digital bussiness model innovation [DBMI]
Value Creation innovation
value proposition innovation
value delivery innovation
value caputue innovation
SMs competitiveness