Small and medium-sized enterprises (SMEs) in emerging economies often struggle with resource limitations, skill shortages, and institutional constraints. Yet, digitalization is increasingly recognized as a driver of efficiency, innovation, and long-term sustainability. I am currently conducting doctoral research on Moroccan SMEs and I would like to learn from your insights: What frameworks, case studies, or empirical studies best explain how SMEs can leverage digitalization to achieve sustainable performance outcomes?
Abdellah Moussaoui
Relevant theoretical frameworks that explain this connection include the Resource-Based View (RBV), which emphasizes the importance of internal resources such as digital competencies and knowledge, as well as the Dynamic Capabilities Framework, which describes how SMEs can adapt, integrate, and reconfigure resources in response to dynamic changes in their environment—including environmental challenges.
When it comes to case studies, empirical research conducted in Southeast Asia and Latin America shows that SMEs implementing digital solutions for energy management, resource consumption optimization, waste management, and e-procurement achieve improved performance not only in terms of cost-efficiency but also in meeting the goals of sustainable development (UN SDGs). For example, studies under the Green Digital SME program demonstrate that digital platforms and analytics tools can help SMEs track and reduce their carbon footprint and align with Environmental, Social, and Governance (ESG) standards.
Moreover, the concept of digital sustainability is gaining increasing relevance and is being used as an analytical framework to examine how digital technologies (e.g., IoT, big data, AI) can contribute to the implementation of sustainable practices within the SME sector. In the context of Morocco, where there is a growing emphasis on green and circular economy initiatives, digitalization can play a critical role in strengthening the resilience of SMEs to climate and market shocks.
In conclusion, a combination of technological adaptation, regulatory support, and improved digital literacy among SME managers and employees is essential for achieving sustainable performance outcomes through digital transformation. I would also recommend exploring the mechanisms of technology transfer and digital inclusion, as these are often decisive factors for success in the context of emerging economies.
en rancais : Thank you, Dragan Ugrinov, for your valuable insights. I fully agree that the Resource-Based View (RBV) and the Dynamic Capabilities Framework provide solid lenses to explain how SMEs can leverage digitalization for sustainable performance. Your emphasis on contextualized adoption and digital sustainability is particularly relevant to emerging economies like Morocco, where financing constraints, uneven digital infrastructures, and limited managerial expertise strongly shape digital pathways.
Building on your perspective, I would also highlight the relevance of what some scholars describe as frugal digitalization. This refers to the adoption of lightweight, cost-effective, and mobile-first solutions, which appears especially suitable for resource-constrained SMEs. It resonates with recent research showing how African SMEs often innovate under pressure by creatively integrating simple digital tools into their business processes (Khan, 2022). This approach also aligns with the growing literature on digital sustainability, which underlines the potential of technologies such as IoT, analytics, and AI not only to improve efficiency but also to foster social inclusion and environmental responsibility (Kraus et al., 2021).
This raises a broader question that I find particularly stimulating: could the very constraints faced by Moroccan SMEs act as catalysts for the emergence of more resilient and sustainable digital business models?
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