Managing digital transformation during re-internationalization: Trajectories and implications for performance

This paper contributes to our theoretical understanding of how SMEs digitally transform during re-internationalization. We conducted qualitative, multiple-case studies into reinternationalization processes across 11 Chinese international SMEs. Using inductive data analysis, we identify two types of digital transformation, operational and strategic, and trajectories during re-internationalization. The complexity of digital transformation in re-internationalization is delineated by the intricate tensions between strategic digital transformation and new product development. Firm re-internationalization performance can plausibly be differentiated by how these tensions are managed.

Automated summary

This paper contributes to our theoretical understanding of how small and medium-sized enterprises (SMEs) undergo digital transformation during re-internationalization. Through qualitative, multiple-case studies of 11 Chinese international SMEs, the authors identify two types of digital transformation, operational and strategic, and examine their trajectories during re-internationalization. The study highlights the complexity of digital transformation in the context of re-internationalization, particularly the intricate tensions between strategic digital transformation and new product development. The authors suggest that the management of these tensions may differentiate firm re-internationalization performance.