Search results

Based on the dynamic capability theory (DCT), this study examines the role of digitalisation vision and the impact of key information technology (IT) strategies, such as IT flexibility, IT integration and IT agility, on organisations' process innovation capability and the subsequent impact these may have on innovation performance.

Data for this study were collected from 153 public listed organisations in Malaysia. The survey questionnaire method was used to collect the data from the organisations' representatives.

Results showed that it is important for organisation to have a strategic digitalisation vision to improve their process innovation capabilities. IT agility and IT integration also had a significant positive relationship with the process innovation capabilities of the organisations, which in turn had a positive impact on innovation performance.

Digital transformation and innovation are crucial for organisations to survive in the era of Industry 4.0. However previous studies have not captured the role of digitalisation vision, strategic IT components and its impact on process innovation capabilities. The current study filled up the gap and examined these relationships. The outcome of this study provides valuable insights for managers to understand the importance of digitalisation and the need to focus on key IT strategies. Such insights can be used to improve organisations' process capability which is critical for innovation and performance.

The aim is to reveal contemporary research trends and patterns in Internet of Things (IoTs) so that social scientists who are new to the discipline may be steered towards rightful directions when examining this phenomenon.

A total of 169 IoT articles indexed in the Web of Science database were analyzed via bibliometric analysis and content analysis. The VOSViewer software was used to identify popular keywords of the IoT topics, its publication productivity, the most relevant journals, and the most prolific authors within. Content analysis was conducted manually to determine the most popular research methods used, the most frequently studied contexts, the most popular IoT application areas, the most highly examined user perspectives, and the most often employed theories.

The synthesis of both the bibliometric and content analysis results suggest the necessity of investigating the post-adoption technology usage behavior of IoT technology in developing countries, particularly in smart home. This is especially so from new landscapes using other theories or models, apart from the overwhelmed Technology Adoption Model (TAM) and its variants.

With a focus on addressing the state-of-the-art of IoT in social science, and to synthesize its future research directions systematically, this study was conducted with both bibliometric and content analysis, in order to enhance the overall analysis for higher accuracy and more reliable results.

The chapter begins with a discussion of the transformative innovations that play a key role in the digital transformation of small and medium-sized enterprises (SMEs). Technological advancements like cloud computing, business process automation (BPA), artificial intelligence (AI), and others will play an ever-increasing role, but their development and use must be balanced with ethical considerations. In the future, organizations will be reliant on technologies such as AI for prediction, decision-making, new strategy development, and more. Therefore, ethical and legal concerns are crucial. This chapter will thus probe into those ethical concerns surrounding AI-based algorithms, and models. These ethical issues would require adaptability as the landscape evolves with technology. The chapter emphasizes the need for SMEs to be prepared and to adapt to new digital environments on a constant basis so as to ensure the successful implementation of digital transformation. This will prove that digital transformation is a reality, and not a fantasy for SMEs. They need to focus on having a well-defined digital strategy that is future-focussed if they wish to remain competitive and relevant in the digital era. This chapter also looks at one Malaysian-based company which had grown from being a small firm to becoming a multinational company. The case study illustrates how the company’s use of technologies had helped it to expand its business and to improve efficiency. By adopting new technologies and by being adaptable, it is possible for Malaysian SMEs to prosper and succeed in the digital world.

In the rapidly evolving business landscape, digital transformation is a fundamental strategy for ensuring competitive advantage and operational excellence. This chapter delves into the significance of digital transformation for small and medium enterprises (SMEs), focussing on its pivotal components and the specific context of Malaysian SMEs. Digital transformation is essential for SMEs to adapt to the market demands, improve customer experiences, and drive sustainable growth. The core components of digital transformation for SMEs include e-commerce integration and data analytics. These components facilitate streamlined operations, better decision-making, and improve market reach. Understanding the Malaysian SME landscape reveals a vibrant sector with diverse needs and growth potential. Digital transformation trends in Malaysia reflect a strong move towards adopting e-commerce solutions and leveraging data analytics to gain actionable insights. The chapter also examines government initiatives aimed at supporting SMEs through digital transformation, including funding programmes, training opportunities, and infrastructural improvements. The key components influencing Malaysian SMEs’ digital transformation process include the increasing importance of digital consumer engagement and the integration of digital tools into traditional business models. By aligning with these strategies and leveraging government support, Malaysian SMEs could significantly enhance the competitive edge of Malaysian SMEs, positioning them for long-term success in a digitally driven market. This chapter provides a comprehensive overview of these elements, offering valuable insights into how Malaysian SMEs can embrace and benefit from digital transformation.

Rapid technological advancement has transformed businesses especially the small and medium enterprises (SMEs) in Malaysia. This has led to digital transformation in a larger scale during the COVID-19 pandemic since there were restrictions in terms of mobility, contributing to the surge of online shopping. While many people have adopted technology during that period, some others are still struggling to adopt to the new norm. This chapter investigates the impact of digital transformation across operations, marketing, customer service, accounting, and finance areas. Not a single department can work in silo, hence it is vital to observe the digital transformation in the main business areas to create a competitive advantage besides being resilience to both internal and external factors that influence the business operation. This can provide insights to the business on the overall value creation in converting inputs to output. The technological advancement takes place at a fast rate; thus, the business will need to be agile in adapting to the changes. This chapter will explore the nature of adoption and ways to go about it in the different business areas to avoid haphazard technology adoption which can have an adverse impact on the business. The large organizations like multinational corporations are not an exception to face pressure in coping with the fast-paced technology evolvement, alongside with the SMEs. However, this should not hinder the SMEs from engaging in digital transformation.

As artificial intelligence (AI), big data, and the diverse interconnected systems transform the operations of industries worldwide, a significant mismatch between the skills taught by educational institutions and those demanded by the labour market emerges. In view of the urgency to close the gap resulted from digital transformation, this chapter thus delves into the challenges faced by industries in Malaysia. Particularly, it looks at how local institutions can bridge such gaps on one hand; while it also discusses how industries in Malaysia can remain competitive before discussing the skills new graduates and the existing workforce need to acquire on the other hand. The discussion will thus emphasize on technical skills, such as AI, data science, and cybersecurity, alongside employability skills, such as critical thinking, communication, and problem-solving. The chapter then examines the role of government interventions, including Malaysia’s Technical and Vocational Education and Training (TVET) programmes and other global skill-development initiatives in addressing the skills gap. The role of small and medium enterprises (SMEs), which often struggle to provide adequate training opportunities, is also accounted for. It focusses on government programmes which are aimed at supporting workforce development. To foster a future-proof workforce, this chapter then calls for a stronger alignment between educational curricula, industry needs, and government policies. By promoting digital competencies and lifelong learning, nations can be assured that their economies are being well-protected so that they can all thrive in the evolving global landscape driven by the Fourth Industrial Revolution (IR 4.0) technologies.

Small and medium enterprises (SMEs) contribute to the Malaysian economic indicators, such as the gross domestic Product (GDP) by producing goods and services, generating exports to expand the market, and creating job opportunities for employment. Following the Industrial Revolution 4.0 (IR 4.0), various technologies, such as artificial intelligence (AI), robotics, cloud computing, big data, and the internet of things (IoT) have been used in SMEs’ operations and productions. This leads to the process of digital transformation which in turn enables SMEs and all economic sectors apply more sophisticated technologies that can lead to innovations and new business models. Digitalization through the IR 4.0 technologies could increase people’s interactions, facilitate economic transactions, and change consumer consumption habits while stimulating new consumer demands. Businesses conducted through digitalization can be beneficial to both the supply side and the demand side of the economy, thereby accelerating the economic growth of the country. From the supply end, digitalization enhances workers’ productivity and production growth. It enables mass production of goods and services, reduces operations and production costs, and increases investment returns. From the demand side, digitalization provides the market platform with bigger interactions from business to customers (B2C), in terms of cataloguing, pricing, ordering, transfer payment, delivery tracking, and after sales service gained from features, such as customer reviews and refund matters. Digitalization can also create new task-delivery approaches, and job market landscapes for both the formal and informal sectors of business. In short, digital transformation can create a dynamic relationship between supply, demand, and the enablers. This would ultimately contribute to the economic growth of Malaysia.

Digital transformation provides various benefits to small and medium-sized enterprises (SMEs). However, the statistics shows the implementation of digitalization is still low among Malaysian SMEs due to significant hurdles. In this chapter, we will explore the various challenges faced by Malaysian SMEs while embracing digital transformation. Financial constraints and a lack of robust information technology (IT) infrastructure can make acquiring the necessary technology a challenge. Several factors are adding to these challenges alongside limited financial resources, like lack of expertise, as SMEs may have insufficient technical expertise for the effective selection, implementation, and management of new technologies. The digital skills gap, highlighting the lack of necessary digital skills among employees, hinders the effective implementation and use of technologies to their full potential. Furthermore, recruiting and retaining competent IT specialists with expertise in digital transformation can be difficult and costly. Employees’ mindsets, resistance to change within the workforce, clinging to traditional methods, and uncertainty slow down the adoption too. The impact of the digital divide among firms and its influence on SMEs’ digital transformation will be further discussed in this chapter. The cybersecurity issues and several other issues that are hindering Malaysian SMEs’ digital transformation initiatives are also discussed. Most importantly, the chapter discusses appropriate solutions to overcome those challenges. Taken together, this chapter aims to provide guidance to Malaysian SMEs to plan and support a smooth digital transformation journey.