Digital Maturity Pathways as a Strategic Capability for Competitive Resilience in SMEs

Abstract

This study examines how digital maturity shapes the competitive resilience of small, and medium enterprises (SMEs). The research employs a quantitative approach using a survey method, with data collected through a structured questionnaire administered to 150 SMEs actors. Digital maturity is conceptualized as a multidimensional construct encompassing digital technology, business processes, human resources, leadership, and organizational culture, while competitive resilience reflects SMEs’ ability to adapt and remain competitive under dynamic business conditions. Data analysis is conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM) to assess the effect of digital maturity on competitive resilience. The results indicate that digital maturity has a significant positive influence on competitive resilience. Among the dimensions examined, digital technology and digitally enabled business processes demonstrate the strongest contribution, whereas human resources, leadership, and organizational culture function as supporting dimensions. Theoretically, this study contributes to the digital transformation and strategic management literature by positioning digital maturity as a strategic capability that bridges technology adoption and the development of competitive resilience in SMEs. These findings highlight that competitive resilience is shaped through gradual digital maturity pathways rather than isolated technology adoption, providing practical insights for SMEs and policymakers in designing phased digital transformation strategies.