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{{Paper
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|storemode=property
|title=The Role of Digital Transformation for SMES During a Health Crisis: Lessons Learnt from Covid-19 Epidemic
|pdfUrl=https://ceur-ws.org/Vol-3698/paper2.pdf
|volume=Vol-3698
|authors=Ourania Areta Hiziroglu,Ali Emre Aydin,Karel Van Isacker,George Milis,Hristo Sirashki,Panayiotis Tsoris
|dblpUrl=https://dblp.org/rec/conf/balt/HizirogluAIMST24
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==The Role of Digital Transformation for SMES During a Health Crisis: Lessons Learnt from Covid-19 Epidemic==
https://ceur-ws.org/Vol-3698/paper2.pdf
The Role of Digital Transformation for SMEs During a Health
Crisis: Lessons Learnt from Covid-19 Epidemic
Ourania Areta Hiziroglu1, ∗,†, Ali Emre Aydin2,†, Karel Van Isacker3,†, George Milis4,†,
Hristo Sirashki5,† and Panayiotis Tsoris6,†
1,2Izmir Bakircay University, Kaynaklar Caddesi Seyrek, 35665, Menemen, Izmir, Turkiye
3PhoenixKM BV, Amersveldestraat 189, 8610, Kortemark, Belgium
4EUROCY Innovations Ltd, 24 Promitheos str., 2113, Nicosia, Cyprus
5Dimitar A. Tsenov Academy of Economics, 2 Em. Chakarov Str., 5250, Svishtov, Bulgaria,
6EUFORA, Vouno, 82102, Chios, Greece
Abstract
The global outbreak of COVID-19 posed significant challenges for small and medium-sized
enterprises (SMEs) across the globe, compelling them to swiftly adapt to ensure business
continuity and resilience. Considering this issue, this research investigates the role of digital
transformation in enabling small and medium-sized enterprises (SMEs) to navigate the
challenges posed by the COVID-19 pandemic and maintain business continuity. Through a
qualitative study involving 50 case studies of SMEs, primarily micro-enterprises, from Bulgaria,
Belgium, Cyprus, Greece, and Turkey, the findings reveal that digital transformation strategies
such as increased ICT usage, new distribution channels, remote work implementation, and
product diversification were crucial for SME resilience during the crisis. The study highlights
the significance of digital transformation in crisis management and provides practical
recommendations for SMEs and policymakers to enhance crisis preparedness through
continuous digital transformation efforts.
Keywords
Digital transformation, crisis management, SMEs 1
1. Introduction
The global outbreak of COVID-19 posed significant challenges for small and medium-
sized enterprises (SMEs) across the globe, compelling them to swiftly adapt to ensure
business continuity and resilience. While SMEs are vital drivers of economic growth and
Baltic DB&IS Conference Forum and Doctoral Consortium 2024
∗ Corresponding author.
† These authors contributed equally.
ourania.areta@bakircay.edu.tr (O. Areta Hiziroglu); ali.aydin@bakircay.edu.tr (A.E. Aydin);
karel@phoenixkm.eu (K. V. Isacker); george.milis@eurocyinnovations.com (G. Milis); h.sirashki@uni-
svishtov.bg (H. Sirashki); ptsoris@eufora.gr (P. Tsoris)
0000-0001-8607-6089 (O. Areta Hiziroglu); 0000-0002-2340-8469 (A.E. Aydin); 0000-0003-1339-1074
(K. V. Isacker); 0000-0001-6730-2714 (G. Milis); 0000-0001-6335-9246 (H. Sirashki)
© 2023 Copyright for this paper by its authors. Use permitted under Creative Commons License Attribution 4.0 International (CC BY 4.0).
11
CEUR
ceur-ws.org
Workshop ISSN 1613-0073
Proceedings
employment, their relatively smaller scale and limited resources make them particularly
vulnerable to disruptive events like pandemics [1], [2]. In the face of lockdowns, supply
chain disruptions, and changing consumer behavior, SMEs were forced to rethink their
operations, business models, and strategies for survival.
Within this context, digital transformation has emerged as a pivotal approach for SMEs
to effectively navigate crises, adjust to new situations, and bolster their ability to
withstand challenges while maintaining a competitive edge [3], [4]. However, despite the
recognized importance of digital transformation for crisis management and resilience,
there is a gap in the literature regarding empirical investigations into the specific digital
transformation strategies adopted by SMEs and how these strategies directly contributed
to their resilience and business continuity during the COVID-19 pandemic.
Most prior research has taken a theoretical or conceptual approach, lacking de-tailed
case study evidence on the actual implementation and impact of digital trans-formation
initiatives by SMEs in the context of the pandemic [5], [6]. While studies have emphasized
the pivotal role of digital technologies in crisis responses [7], [8] and the importance of
digital transformation for crisis recovery strategies [9], there is a need for empirical
research that delves into the actual strategies employed by SMEs and their direct influence
on resilience and business continuity amidst the unique challenges posed by COVID-19.
To address this gap, the primary objective of this research is to investigate, through a
qualitative case study approach, how digital transformation strategies contributed to the
resilience and business continuity of SMEs during the COVID-19 pandemic. By leveraging
empirical evidence from multiple case studies of SMEs across various regions and
industries, this study aims to provide practical insights and a subtle understanding of the
interplay between digital transformation initiatives, crisis management, and SME
resilience in the face of the pandemic-induced disruptions.
The findings of this research will contribute to the growing body of knowledge on
digital transformation and its role in enhancing SME resilience during crises. Additionally,
it will offer practical recommendations for SMEs, policymakers, and researchers to better
prepare for future crises through continuous digital transformation efforts and tailored
support mechanisms.
The study continues as followed: in the second section, the authors present the concept
of digital transformation; its role for SMEs; the enablers that SMEs can utilize towards
digital transformation; what are the challenges of digital transformation for SMEs and the
strategies for SMEs digital transformation success. The third section continues with the
presentation of the research methodology on the data collection from the case studies; the
fourth section presents the results of the data analysis; and it ends with the conclusions
part.
2. Digital Transformation
2.1. Components and Definition
Digital transformation encompasses the incorporation and assimilation of digital
technology and procedures into all facets of an organization, including operations,
marketing, customer service, innovation, and human resources [4]. Studies have shown
12
that digital transformation has a substantial influence on the creation of business models
[10]. Organizations must comprehend the significance of digital trans-formation in driving
business model innovation and its impact on decision-making inside the firm [11].
Moreover, the ever-changing and technologically advanced corporate landscape requires
the adoption of IT governance processes and information systems to convert conventional
company models into digital ones [12].
The digitalization of small and medium-sized firms (SMEs) is of great significance, as it
has been highlighted that the digitalization of SME business models plays a role in
fostering sustainable socio-economic progress [13]. SMEs may get several advantages
from the process of digital transformation. Firstly, it enables them to boost operational
efficiency by using digital technology and automation, leading to cost reductions, faster
time to market, and improved overall operational efficiency [14]. Furthermore, digital
transformation empowers them to adjust to evolving circum-stances through the
facilitation of nimble decision-making, flexible business structures, and the capacity to
swiftly adjust initiatives in reaction to market disruptions, changes in customer behavior,
and challenges in the supply chain [15]. Furthermore, it enhances customer engagement
and experience by enabling SMEs to inter-act with consumers in novel and personalized
ways, leveraging data analytics and AI-powered insights [16]. Additionally, digital
transformation allows for remote work and collaboration, providing the tools and
infrastructure necessary for remote work, virtual collaboration, and secure data exchange,
thereby increasing labor productivity and ensuring business continuity [17]. Moreover, it
broadens market reach by enabling SMEs to access new markets domestically and globally
through e-commerce platforms, digital marketing methods, and online marketplaces [13].
Nevertheless, the process of digital transformation presents notable obstacles and
impediments for SMEs, including limited resources, expertise, infrastructure, awareness,
and assistance [18]. Hence, it is essential to comprehend the significance of digital
transformation for SMEs amidst a health crisis and to discern the aspects that promote or
impede its execution [19].
2.2. Digital Transformation as a Tool for Business Resilience
The COVID-19 pandemic has underscored the importance of digital transformation as a
crucial tool for enhancing business resilience and ensuring continuity during times of
crisis [14]. Numerous studies have explored the role of digital trans-formation in enabling
organizations, particularly SMEs, to navigate the unprecedented challenges posed by the
pandemic.
Researchers have emphasized the pivotal role of digital technologies in crisis
responses, especially for SMEs ([5]. [7] provided evidence of how emerging digital
communication technologies played a critical role in activating SMEs' resilience during the
crisis, highlighting the drivers that facilitated this resilience. [20] further underscored the
crucial role of digital transformation in mitigating economic recession and accelerating
economic recovery.
Digital transformation has been identified as a fundamental tool for crisis recovery
strategies among SMEs [6]. [8] observed that digital technologies can facilitate the analysis
of crisis contexts, enabling organizations to better understand and respond to the
13
challenges they face. Moreover, [9] explored alternatives for sustainable development
during turbulent circumstances, with digital transformation playing a mediating role in
mitigating the destruction arising from crises.
The COVID-19 pandemic has presented an opportunity for dealing with persistent
problems through a transformative recovery process, where digital transformation can
play a pivotal role [21]. [22] focused on the digital responses of SMEs to the COVID-19
crisis, guided by the theoretical context of the Technology-Organization-Environment
(TOE) framework, highlighting the interplay between technological, organizational, and
environmental factors in shaping digital transformation strategies.
Furthermore, [23] stressed the importance of organizational mindfulness toward
digital transformation as a prerequisite for achieving market agility, a critical capability
for resilience during crises. They also emphasized the significance of building connections
with external stakeholders to keep pace with digital transformation efforts.
While the studies mentioned provide valuable insights into the role of digital
transformation as a tool for enhancing business resilience and continuity during crises like
the COVID-19 pandemic, there appears to be a gap in the literature regarding the specific
exploration of how digital transformation strategies contributed to the resilience and
business continuity of SMEs through empirical case studies during the COVID-19
pandemic. Most of the studies cited tend to take a more theoretical or conceptual
approach, emphasizing the importance of digital transformation for crisis responses and
recovery strategies. However, there is a need for empirical research that delves into the
actual digital transformation strategies adopted by SMEs and how these strategies directly
contributed to their resilience and business continuity during the specific context of the
COVID-19 pandemic.
The objective of the present study, which is to explore "How did digital transformation
strategies contribute to the resilience and business continuity of SMEs during the COVID-
19 pandemic" through case studies, addresses this gap in the literature. By conducting a
qualitative analysis of multiple case studies of SMEs from various regions, this study aims
to provide empirical evidence and insights into the specific digital transformation
strategies that enabled SMEs to maintain resilience and business continuity during the
pandemic.
While the existing literature recognizes the importance of digital transformation for
crisis management and resilience, the present study's focus on empirical case studies
allows for a more detailed and contextualized understanding of the actual strategies
adopted by SMEs, their implementation challenges, and their impact on resilience and
business continuity in the face of the unique challenges posed by the COVID-19 pandemic.
Therefore, this study's approach of using case studies to explore the link between
digital transformation strategies and SME resilience during the COVID-19 pandemic
contributes to filling a gap in the literature by providing empirical evidence and practical
insights that can inform both academic understanding and business practices in times of
crisis.
14
3. Methodology
This study employed a qualitative research approach involving multiple case studies to
investigate the role of digital transformation in enabling SME resilience and business
continuity during the COVID-19 pandemic. The case studies were systematically collected
from January to December 2022 as part of the CORONOMICS project, which aimed to
understand the impact of the pandemic crisis on SMEs, particularly in terms of service and
production disruptions. By conducting a comparative analysis across diverse case studies,
the study aims to provide empirical evidence and insights into the specific digital
transformation strategies implemented by SMEs, their challenges, and their impact on
resilience and business continuity amidst the unique disruptions caused by the COVID-19
pandemic.
3.1. Data Collection
A total of 50 case studies of SMEs, primarily micro-enterprises, were collected from five
geographic regions: Bulgaria, Belgium, Cyprus, Greece, and Turkey. The selection of cases
focused on enterprises significantly affected by the pandemic-induced disruptions,
allowing for an examination of the strategic initiatives they adopted to navigate the
challenges posed by the crisis. Data collection involved in-depth interviews, document
analysis, and observations, capturing the perspectives of SME owners, managers, and
employees.
3.1.1. SME Selection and Demographics
The 50 SMEs included in this study were selected based on two main criteria: (1) being
significantly impacted by the COVID-19 pandemic in terms of service or pro-duction
disruptions, and (2) representing a diverse range of industries and geographic regions
across Bulgaria, Belgium, Cyprus, Greece, and Turkey. The majority (85%) of the selected
SMEs were micro-enterprises with fewer than 10 employees, while the remaining 15%
were small enterprises with 10-49 employees. The SMEs operated in various sectors,
including manufacturing, retail, food and beverage, professional services, and information
technology. This diverse sample allowed for a comprehensive understanding of the digital
transformation strategies adopted by SMEs across different contexts.
3.2. 3.2. Data Analysis
The data analysis involved a comparative analysis across the selected case studies,
focusing on key dimensions such as product diversification, increased utilization of
information and communication technology (ICT) applications, diversification of target
groups, exploration of new distribution channels, and the incorporation of remote
working practices. The key dimensions were identified based on a comprehensive
15
literature review on digital transformation strategies for SMEs during crises, as well as
preliminary discussions with SME owners and experts during the early stages of the
CORONOMICS project2. These dimensions emerged as critical areas where SMEs were
likely to implement digital transformation initiatives to enhance resilience and continuity
in the face of the COVID-19 disruptions. The findings were then correlated with the
modular framework of the CORONOMICS project (Figure 1), ensuring that the real-world
case scenarios were integrated into the instructional material and reinforcing the
pedagogical approach.
Figure 1: Modular Framework of Coronomics project.
By grounding the research in empirical case studies and employing a robust
comparative analysis, this study aims to provide practical insights and empirical evidence
on the role of digital transformation strategies in fostering SME resilience and business
continuity during the COVID-19 pandemic. This approach addresses the identified gap in
the literature and contributes to a deeper understanding of the interplay between digital
transformation, crisis management, and SME resilience, informing both academic
discourse and business practices.
2 https://www.pandeconomics.eu/
16
4. Results and Analysis
Table 1 provides a summary of the various digital transformation strategies adopted by
SMEs across the five countries - Bulgaria, Belgium, Cyprus, Greece, and Turkey.
The analysis of the case studies revealed several key findings highlighting the digital
transformation strategies adopted by SMEs to enhance their resilience and business
continuity during the COVID-19 pandemic.
Product Diversification: To adapt to changing market demands and customer needs,
some SMEs diversified their product offerings. This strategy was widely adopted by SMEs
in Greece, followed by Cyprus and Turkey to a lesser extent. Greek SMEs were particularly
proactive in introducing new product lines or modifying existing products suitable for
online sales and home delivery, such as those in the food and beverage industry. For
instance, a Turkish manufacturing SME introduced a new line of personal protective
equipment (PPE) products like face masks and sanitizers to meet the increased demand
during the pandemic.
Table 1
Summary of Digital Transformation Strategies Adopted by SMEs
Bulgaria Belgium Greece Cyprus Turkey
Product xxxxx xxxxxxx xxx xxx
diversification
Increased ICT xx xxxxx xxxxxxxx xxxxxxxxx xxxxxxx
usage
Diversification xx xxxxx xx xxxxxxx
target groups
New distribution xx xxx xxxxxx xxxxxx xxxxxxxx
channels
New company x xx
concept
Reduction of xxxx xx x
staff
Reducing xxxx xx x x
activities
(opening hours)
Distance/remote xxxx xx xxxxx xxxxxxx
work
Flexible working xxx x
hours
Financial state x xx x
support
Detailed training xxxxx x x
for staff
(disinfection
etc.)
17
Note: 'x' indicates the extent to which each strategy was implemented in the SME cases
from each country.
Increased ICT Usage: Increased utilization of information and communication
technologies (ICT) was one of the most prevalent strategies across all five countries. SMEs
heavily relied on digital tools, platforms, and applications to enable remote work, virtual
collaboration, e-commerce, and process optimization. This highlights the critical role of
ICT in supporting business continuity and resilience. Several SMEs adopted cloud-based
platforms and video conferencing tools for remote collaboration, while other cases
commonly adopted e-commerce website development and social media marketing
strategies.
Diversification of Target Groups: Turkish SMEs appear to have diversified their target
customer groups more actively compared to other countries, indicating efforts to explore
new market segments or cater to evolving consumer preferences during the pandemic.
New Distribution Channels: SMEs explored new product distribution channels, such as
e-commerce and mobile commerce platforms, allowing customers to make online
transactions and purchases without physical presence, thereby overcoming lockdown
restrictions. Several SMEs (e.g. restaurants) pivoted to online sales and delivery services,
leveraging e-commerce platforms and social media. The adoption of new distribution
channels, primarily e-commerce, was widely embraced across all five countries, with
Turkey leading the way, underscoring the significant shift towards digital commerce.
Remote Work Implementation: The implementation of remote and flexible working
methods was a common strategy enabling SMEs to continue operations during the COVID-
19 crisis. Digital tools facilitated remote collaboration, ensuring smooth operations in a
decentralized setting. This also resulted in implementing flexible working hours, aligning
with digital transformation ideas emphasizing results over conventional arrangements.
Several SMEs adopted virtual communication tools like Zoom and Microsoft Teams to
support remote work practices.
Other Strategies: Additional strategies included introducing new company concepts,
reducing staff or operating hours, seeking financial state support, and providing detailed
staff training on health protocols like disinfection. These varied across countries,
reflecting diverse challenges faced by SMEs.
The qualitative findings suggest a significant correlation between SME tactics and the
overarching concept of digital transformation during the COVID-19 crisis. SMEs
restructured their strategies by integrating digital advancements, including online
services and platforms. The broad acceptance of increased ICT use was crucial for digital
transformation, enabling improved communication, process optimization, and adaptation
to remote work trends.
Online sales emerged as a new business model, with SMEs adopting modes like social
media marketing, e-marketplaces, and online stores to tackle closures of physical
locations. E-commerce became a necessity rather than an alternative sales channel, and
SMEs realized the importance of adapting products for online sales due to changing
consumer habits post-pandemic.
18
Regarding human resources, the implementation of remote and flexible work methods
was common, facilitated by digital tools for collaboration and decentralized operations.
Digital training platforms were used for comprehensive staff training, including health
protocols.
Overall, research showed that digital transformation not only made businesses more
resilient but also provided a competitive edge for future development. Successful digital
transformation created opportunities for newly established digitalized business models,
such as strengthening digital marketing efforts. Building resilience and adaptability
through digital means proved cost-effective and offered additional advantages beyond
coping with unexpected events.
5. Recommendations for Future Crisis Preparedness
The analysis and knowledge gained in surveying the coping methods and success of
different SMEs during the Covid-19 crisis is destined to provide important insights for
SME practice and future crisis preparedness. As such, one strong recommendation to
potentially undertake future crisis situations is to make sure that small businesses engage
in digital transformation continuously during normal times. The previous self-
preservation and cost-minimize approaches towards technology investment, a main
reason that many SMEs have not yet been digitalized and left behind, should be
abandoned. A change of scholars' focal point from technology adoption to technology
institutionalization signifies the emerging importance of digital transformation in terms of
revolutionizing business activities.
However, many SMEs were struggling in successful digital transformation and eager
for supportive measures and initiatives by the governments, such as consultancy services
or financial subsidies. For example, in the Turkish cases, several SMEs reported facing
challenges in securing funding and technical expertise for digital transformation initiatives
during the pandemic, highlighting the need for government support and capacity-building
programs. Such proactive support could mentor, reassure and empower more SME
owners in overcoming the technology fear and thereby capturing the strategic
opportunities that technology brings about. These include not only in-ternal process re-
engineering and innovation of products and services, but also market expansion and
customer relationship management facilitated by advanced customer data analytics
obtained through the public application programming interfaces (API) open by big digital
platforms. If digital transformation was so critically important to business success and
wider economic development before the pandemic and has led to much higher survival
rates and reduced employment losses during the pandemic according to the survey
outputs, then it may be pragmatic to expect a paradigm shift of SME support policies post-
Covid. Given that substantial public resources have been deployed to rescue and assist
business operations that were affected by the pandemic.
19
6. Conclusions
This study has investigated the role of digital transformation strategies in enabling
SMEs to navigate the challenges posed by the COVID-19 pandemic and maintain business
continuity. Through a qualitative analysis of 50 case studies of SMEs, primarily micro-
enterprises, from Bulgaria, Belgium, Cyprus, Greece, and Turkey, the findings revealed that
digital transformation initiatives such as increased utilization of ICT, adoption of new
distribution channels like e-commerce, implementation of remote work practices, and
product diversification were crucial for enhancing SME resilience during the crisis period.
The empirical evidence from multiple case studies contributes to the understanding of
how digital transformation can foster resilience and business continuity for SMEs in crisis
situations. The study offers practical recommendations for SMEs and policy makers to
prioritize continuous digital transformation efforts as a means of crisis preparedness and
resilience building.
However, it is important to acknowledge the limitations of this research. First, the focus
on micro-SMEs from only five countries may limit the generalizability of the findings to
larger SMEs or other geographic contexts. Second, the cross-sectional nature of the data
collection provides a snapshot of the pandemic's impact, but a longitudinal study tracking
the long-term effects of digital transformation on SME resilience could yield additional
insights.
Future research could address these limitations by conducting longitudinal studies to
investigate the sustained impact of digital transformation on SME resilience over time.
Additionally, cross-country comparative analyses could provide a more subtle
understanding of the regional and cultural factors influencing digital transformation in
SMEs. Furthermore, exploring the role of digital transformation in other crisis contexts
beyond the COVID-19 pandemic could broaden the applicability of the findings to various
disruptions and challenges faced by SMEs.
In conclusion, this study contributes to the growing body of knowledge on digital
transformation and its pivotal role in enhancing SME resilience and business continuity
during crisis situations, such as the COVID-19 pandemic. The findings underscore the
importance of continuous digital transformation efforts and provide empirical evidence to
guide SMEs, policymakers, and researchers in better preparing for future crises through
digital means.
Acknowledgements
This study was co-funded by the European Union, Erasmus+ program within the
framework of the project named as ‘Training on business continuity strategies for micro-
SMEs in the aftermath of Covid-19 (Coronomics)’ (2021-1-BG01-KA220-VET-000034664
grant number).
20
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