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The study investigated the impact of digital transformation on non-financial performance of small and medium-sized enterprises (SMEs) in the City of Mbombela Local Municipality. The study is of quantitative nature and sampled 142 SMEs operating in the municipality. A self-administered, closed ended questionnaire was employed and tested for validity and reliability before collecting data from respondents. The study employed a simple linear regression analysis and performed Cronbach’s Alpha to test the reliability of the instrument. The data was analysed using inferential and descriptive statistics. The study found a statistically significant and positive relationship between operational efficiency and digital transformation of SMEs. Furthermore, there is a positive relationship between business growth and digital transformation of SMEs. However, there is an insignificant relationship between conversion rate and digital transformation of SMEs. The practical implications of the study inform the owners and managers of SMEs that adopting strategic innovative digital technologies improves non-financial performance of the business. Therefore, emphasises the significance of digital transformation aligned with the core business which promotes operational efficiency and growth. The results are expected to persuade SMEs to devote necessary attention to digital technologies implemented within the businesses.

Digital transformation (DT) is becoming essential for the competitiveness and sustainability of Small, Medium and Micro Enterprises (SMMEs), and yet many South African (SA) retailers have to overcome inhibitors that hinder them from digitally transforming. Therefore, this study explores these inhibitors to DT within the retail SMMEs sector in Eastern Cape and Western Cape provinces in South Africa using an exploratory multiple-case study design. Data from 23 in-depth semi-structured purposively sampled interviews were transcribed and thematically analysed on Atlas.ti 25 using the Braun and Clarke six-step framework to produce qualitative themes. The results reveal patterns of digital infrastructure constraints, a lack of digital literacy, financial and cost barriers, technical and operational challenges, psychological and attitudinal resistance, a lack of trust, safety concerns, and cyber risk, as well as business survival and strategic pressures, including the negative impact of the location where the business is located. Phased implementation, partnership with external stakeholders, and other strategic responses to these inhibitors requires targeted and strategic leadership and managerial interventions. This is the first study to combine Limits to Success Architype (LSA) and Adaptive Structuration (AST) in exploring the inhibitors to DT in retail SMMEs in South Africa.

Assessing the readiness and maturity of small and medium enterprises (SMEs) is a foundation for implementing emerging technologies like big data analytics and artificial intelligence to drive their digital transformation endeavours. This study emphasises that readiness and maturity dimensions offer descriptive and prescriptive guidelines for gauging the current and desired levels of preparedness and maturity required to achieve desired digital transformation outcomes. However, prevailing readiness and maturity models overlook the diverse stages of advancement in big data analytics and artificial intelligence. This research explores the dimensions essential for assessing SMEs' readiness to adopt big data analytics and artificial intelligence. This paper identifies the key dimensions for evaluating SMEs' readiness and maturity across different categories of big data analytics and artificial intelligence by conducting a systematic literature review and employing cluster analysis. The study's principal findings underscore that SMEs' readiness for maturity is influenced prominently by strategic leadership and organisational culture, closely trailed by information technology, security, and business model transformation. Additionally, three pivotal dimensions encompass data analytics and governance, cost-benefit and risk management, and environmental factors. Consequently, proposing that evaluating digital readiness and maturity for SMEs should encompass these six dimensions, thoughtfully considering various prerequisites related to analytics and artificial intelligence.

The present study attempts to assess the effect of resource allocation on digital transformation in the Zimbabwean Life insurance industry. The study used a positivist research philosophy and a quantitative research approach. Data was collected using an email survey questionnaire from employees and management of four big Life insurance companies in Zimbabwe. The study findings revealed that resource allocation positively influenced digital transformation in the Zimbabwean Life insurance industry. The study recommends that managers in the Life insurance industry hire technologically proficient people to ensure digital transformation success and hire digital transformation consultants to help them with their digitalization process. Life insurance companies are urged to develop a digital transformation strategy. Future researchers are urged to look at other factors which affect digital transformation.

The purpose of this research which is predicated on a qualitative case study design was to examine digital transformation in an insurance firm in Gauteng Province of South Africa with an extensive footprint throughout the country. The study aimed to gain a deeper understanding of the insurance organisation’s response to the implementation of digital transformation and how it affects the organisational strategy. Purposive sampling was adopted to select participants, who are managers and heads of departments. Data was collected through in-depth interviews. Thematic analysis was used to analyse data. The study found that the firm understands the significance of incorporating digital transformation into the strategy. The findings revealed that the firm is taking steps to incorporate digital transformation in the business strategy, however, they are not doing enough to fully address the problem of slow adoption. It was recommended that the company should fully embrace digital transformation and consider undertaking fundamental changes in the business strategy or to redefine the strategy.