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2017, How transformational leadership facilitates e-business adoption, Industrial Management & Data Systems, 117, 382, 10.1108\u002FIMDS-01-2016-0038\nBerman, 2020, What makes a Chief Digital Officer successful?, Strategy and Leadership, 48, 32, 10.1108\u002FSL-12-2019-0180\nBerman, 2014, Leading in the connected era, Strategy and Leadership, 42, 37, 10.1108\u002FSL-10-2013-0078\nBharadwaj, 2013, Digital business strategy: Toward a next generation of insights, MIS Quarterly, 37, 471, 10.25300\u002FMISQ\u002F2013\u002F37:2.3\nBianchi, 2022, How to embed environmental sustainability: The role of dynamic capabilities and managerial approaches in a life cycle management perspective, Business Strategy and the Environment, 31, 312, 10.1002\u002Fbse.2889\nBouncken, 2021, Knowledge and innovation-based business models for future growth: Digitalized business models and portfolio considerations, Review of Managerial Science, 15, 1, 10.1007\u002Fs11846-019-00366-z\nBouncken, 2021, Qualitative research: Extending the range with flexible pattern matching, Review of Managerial Science, 15, 251, 10.1007\u002Fs11846-021-00451-2\nCamilleri, 2019, The SMEs’ technology acceptance of digital media for stakeholder engagement, Journal of Small Business and Enterprise Development, 26, 504, 10.1108\u002FJSBED-02-2018-0042\nCarayannis, 2017, An exploration of contemporary organizational artifacts and routines in a sustainable excellence context, Journal of Knowledge Management, 21, 35, 10.1108\u002FJKM-10-2015-0366\nCharmaz, K. 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CA: Sage.\nCoakes, 2010, Knowledge management, strategy, and technology: A global snapshot, Journal of Enterprise Information Management, 23, 282, 10.1108\u002F17410391011036076\nColbert, 2016, The digital workforce and the workplace of the future, Academy of Management Journal, 59, 731, 10.5465\u002Famj.2016.4003\nDepaoli, 2020, A model for digital development of an interaction-based approach, Journal of Small Business and Enterprise Development, 27, 1049, 10.1108\u002FJSBED-06-2020-0219\nDurugbo, 2016, Collaborative networks: A systematic review and multi-level framework, International Journal of Production Research, 54, 3749, 10.1080\u002F00207543.2015.1122249\nEndres, 2022, Digital innovation management for entrepreneurial ecosystems: Services and functionalities as drivers of innovation management software adoption, Review of Managerial Science, 16, 135, 10.1007\u002Fs11846-021-00441-4\nEvans, 2020, Development of a holistic model for the management of an enterprise’s information assets, International Journal of Information Management, 54, 10.1016\u002Fj.ijinfomgt.2020.102193\nFachrunnisa, O., Adhiatma, A., Lukman, N., & Ab. Majid, M. N. (2020). Towards SMEs’ digital transformation: The role of agile leadership and strategic flexibility. Journal of Small Business Strategy, 30(3), 65–85.\nFereday, 2006, Demonstrating rigor using thematic analysis: A hybrid approach of inductive and deductive coding and theme development, International Journal of Qualitative Methods, 5, 80, 10.1177\u002F160940690600500107\nFerraris, 2022, Microfoundations of strategic agility in emerging markets: Empirical evidence of Italian MNEs in India, Journal of World Business, 57, 10.1016\u002Fj.jwb.2021.101272\nFerraris, 2019, Refining the relation between cause-related marketing and consumers purchase intentions: A cross-country analysis, International Marketing Review, 37, 651, 10.1108\u002FIMR-11-2018-0322\nFerraris, 2019, Ambidextrous work in smart city project alliances: Unpacking the role of human resource management systems, The International Journal of Human Resource Management, 30, 680, 10.1080\u002F09585192.2017.1291530\nFischer, 2020, Strategy archetypes for digital transformation: Defining meta objectives using business process management, Information and Management, 57, 10.1016\u002Fj.im.2019.103262\nFitzgerald, 2013, Embracing digital technology: A new strategic imperative | Capgemini Consulting Worldwide, MIT Sloan Management Review, 55, 1\nFletcher, 2020, Digital transformation during a lockdown, International Journal of Information Management, 55 June, 10\nFranco, 2021, Exploring the influence of digital entrepreneurship on SME digitalization and management, Small Enterprise Research, 28, 269, 10.1080\u002F13215906.2021.1938651\nGarzoni, 2020, Fostering digital transformation of SMEs: A four levels approach, Management Decision, 58, 1543, 10.1108\u002FMD-07-2019-0939\nGhezzi, A., & Cavallo, A. 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The role of the CIO and the CDO in an organization’s digital transformation. In Paper presented at the 2016 International Conference on Information Systems, ICIS 2016.\nHanna, N. K. (2016). Mastering digital transformation: Towards a smarter society, economy. Bingley: Emerald.\nHorlacher, A., & Hess, T. (2016). What does a chief digital officer do? Managerial tasks and roles of a new C-level position in the context of digital transformation. In Proceedings of the Annual Hawaii International Conference on System Sciences (Vol. 2016 March, pp. 5126–5135). doi: 10.1109\u002FHICSS.2016.634.\nHorváth, 2019, Driving forces and barriers of Industry 4.0: Do multinational and small and medium-sized firms have equal opportunities?, Technological Forecasting and Social Change, 146, 119, 10.1016\u002Fj.techfore.2019.05.021\nKane, 2015, Strategy, not technology, drives digital transformation, MIT Sloan Management Review, 14, 1\nKauffman, 2010, Business network-based value creation in electronic commerce, International Journal of Electronic Commerce, 15, 113, 10.2753\u002FJEC1086-4415150105\nKraus, 2020, The art of crafting a systematic literature review in entrepreneurship research, International Entrepreneurship and Management Journal, 16, 1023, 10.1007\u002Fs11365-020-00635-4\nKraus, 2022, Digital transformation in business and management research: An overview of the current status quo, International Journal of Information Management, 63, 10.1016\u002Fj.ijinfomgt.2021.102466\nKraus, 2021, Digital transformation: An overview of the current state of the art of research, SAGE Open, 11, 10.1177\u002F21582440211047576\nKraus, 2021, The importance of literature reviews in small business and entrepreneurship research, Journal of Small Business Management\nKraus, 2019, Digital entrepreneurship: A research agenda on new business models for the twenty-first century, International Journal of Entrepreneurial Behavior & Research, 25, 353\nLegner, 2017, Digitalization: Opportunity and challenge for the business and information systems engineering community, Business & Information Systems Engineering, 59, 301, 10.1007\u002Fs12599-017-0484-2\nLehner, 2018, ICT skills and competencies for SMEs: Results from a structured literature analysis on the individual level, 55\nLi, 2016, e-Leadership through strategic alignment: An empirical study of small- and medium-sized enterprises in the digital age, Journal of Information Technology, 31, 185, 10.1057\u002Fjit.2016.10\nLi, 2018, Digital transformation by SME entrepreneurs: A capability perspective, Information Systems Journal, 28, 1129, 10.1111\u002Fisj.12153\nMadrid-Guijarro, 2021, Capacity of open innovation activities in fostering product and process innovation in manufacturing SMEs, Review of Managerial Science, 15, 2137, 10.1007\u002Fs11846-020-00419-8\nMaroufkhani, 2020, Big data analytics adoption: Determinants and performances among small to medium-sized enterprises, International Journal of Information Management, 54, 10.1016\u002Fj.ijinfomgt.2020.102190\nMatt, 2015, Digital transformation strategies, Business & Information Systems Engineering, 57, 339, 10.1007\u002Fs12599-015-0401-5\nMiles, M. B., Huberman, A. M., & Saldaña, J. (2014), Qualitative data analysis: A methods sourcebook. London: Sage.\nMuhic, 2021, Dynamic capabilities triggered by cloud sourcing: a stage-based model of business model innovation, Review of Managerial Science, 15, 33, 10.1007\u002Fs11846-019-00372-1\nMüller, 2021, The role of absorptive capacity and innovation strategy in the design of Industry 4.0 business models: A comparison between SMEs and large enterprises, European Management Journal, 39, 333, 10.1016\u002Fj.emj.2020.01.002\nPagani, 2017, The impact of digital technology on relationships in a business network, Industrial Marketing Management, 67, 185, 10.1016\u002Fj.indmarman.2017.08.009\nPapagiannidis, 2020, WHO led the digital transformation of your firm? 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Key themes of change in work design and leadership, Management Revue, 29, 114, 10.5771\u002F0935-9915-2018-2-114\nScuotto, 2021, A microfoundational perspective on SMEs’ growth in the digital transformation era, Journal of Business Research, 129, 382, 10.1016\u002Fj.jbusres.2021.01.045\nShaughnessy, 2018, Creating digital transformation: Strategies and steps, Strategy and Leadership, 46, 19, 10.1108\u002FSL-12-2017-0126\nSingh, 2017, How chief digital officers promote the digital transformation of their firms, MIS Quarterly Executive, 16, 1\nSingh, 2017, The emergence of chief digital officers, MIS Quarterly Executive, 16, 31\nSingh, 2020, How do chief digital officers pursue digital transformation activities? The role of organization design parameters, Long Range Planning, 53, 10.1016\u002Fj.lrp.2019.07.001\nSnow, C. C., Fjeldstad, Ø. D., & Langer, A. M. (2017). Designing the digital organization. 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That Prays Together Stays Together: Toward a Process Model of Religious Value Transmission in Family Firms, Journal of Business Ethics, 163, 661, 10.1007\u002Fs10551-019-04382-7\nBasco, 2014, Exploring the influence of the family upon firm performance: Does strategic behaviour matter?, International Small Business Journal, 32, 967, 10.1177\u002F0266242613484946\nBennedsen, 2007, Inside the family firm: The role of families in succession decisions and performance, The Quarterly Journal of Economics, 122, 647, 10.1162\u002Fqjec.122.2.647\nBhalla, 2006, A Multiparadigmatic Perspective of Strategy: A Case Study of an Ethnic Family Firm, International Small Business Journal, 24, 515, 10.1177\u002F0266242606067276\nBormann, 2020, What Makes Nonfamily Employees Act as Good Stewards? Emotions and the Moderating Roles of Stewardship Culture and Gender Roles in Family Firms, Family Business Review\nBotero, 2015, Family protocols as governance tools: Understanding why and how family protocols are important in family firms, Journal of Family Business Management, 5, 218, 10.1108\u002FJFBM-01-2015-0001\nBozec, 2007, Ownership Concentration and Corporate Governance Practices: Substitution or Expropriation Effects ?, Canadian Journal of Administrative Sciences, 24, 182, 10.1002\u002Fcjas.23\nBreton-Miller, 2016, Family firms and practices of sustainability: A contingency view, Journal of Family Business Strategy, 7, 26, 10.1016\u002Fj.jfbs.2015.09.001\nBurton, 2019, Using template and matrix analysis: A case study of management and organisation history research, Qualitative Research in Organizations and Management: An International Journal, 14, 393, 10.1108\u002FQROM-04-2018-1626\nBurton, N., & Sinnicks, M. (2021 In press). Quaker Business Ethics as MacIntyrean Tradition. 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Massis, 2014, The case study method in family business research: Guidelines for qualitative scholarship, Journal of Family Business Strategy, 5, 15, 10.1016\u002Fj.jfbs.2014.01.007\nDekker, 2003, Value chain analysis in interfirm relationships: A field study, Management Accounting Research, 14, 1, 10.1016\u002FS1044-5005(02)00067-7\nDobrev, 2004, The two side of the coin: Core competence as capability and obsolescence, Advances in Strategic Management, 21, 255, 10.1016\u002FS0742-3322(04)21009-9\nDonnelly, 2019, Aligning knowledge sharing interventions with the promotion of firm success: The need for SHRM to balance tensions and challenges, Journal of Business Research, 94, 344, 10.1016\u002Fj.jbusres.2018.02.007\nDrury, 2018\nDubey, 2019, Big Data and Predictive Analytics and Manufacturing Performance: Integrating Institutional Theory, Resource-Based View and Big Data Culture, British Journal of Management, 30, 341, 10.1111\u002F1467-8551.12355\nDubois, 2002, Systematic combining: An 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management accounting play role in planning process?, Journal of Business Research, 64, 242, 10.1016\u002Fj.jbusres.2009.11.008\nFuller, 2019, The myths and realities of business ecosystems, MIT Sloan Management Review, 60, 1\nGioia, 2013, Seeking qualitative rigor in inductive research: Notes on the Gioia methodology, Organizational Research Methods, 16, 15, 10.1177\u002F1094428112452151\nGrammenos, 1999, The Greek shipping industry: Regulatory change and evolving organizational forms, International Studies of Management & Organization, 29, 34, 10.1080\u002F00208825.1999.11656756\nHabbershon, 1999, A resource-based framework for assessing the strategic advantages of family firms, Family Business Review, 12, 1, 10.1111\u002Fj.1741-6248.1999.00001.x\nHabbershon, 2003, A unified systems perspective of family firm performance, Journal of Business Venturing, 18, 451, 10.1016\u002FS0883-9026(03)00053-3\nHåkansson, 2007, Accounting in an interorganizational setting, 885\nHalff, 2019, The likely implications of the new IMO standards on the shipping industry, Energy Policy, 126, 277, 10.1016\u002Fj.enpol.2018.11.033\nHarlaftis, 2004, European family firms in international business: British and Greek tramp-shipping firms, Business History, 46, 219, 10.1080\u002F0007679042000215115\nHarvey, 1995, Life after succession in the family business: Is it really the end of problems?, Family Business Review, 8, 3, 10.1111\u002Fj.1741-6248.1995.00003.x\nHeider, 2020, Business model innovation through dynamic capabilities in small and medium enterprises–Evidence from the German Mittelstand, Journal of Business Research\nHelfat, 2003, The dynamic resource-based view: Capability lifecycles, Strategic Management Journal, 24, 997, 10.1002\u002Fsmj.332\nHelfat, C. 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G. (2003). 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