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Digital Maturity and Digital Transformation Strategy among Greek Small and Medium Enterprises

Author

Listed:
  • Antonios Kargas

    (Department of Business Administration, University of West Attica, 12243 Athens, Greece)

  • Emmanouil Gialeris

    (Department of Informatics and Telecommunications, National and Kapodistrian University of Athens, 15772 Athens, Greece)

  • Faidon Komisopoulos

    (Department of Business Administration, University of West Attica, 12243 Athens, Greece)

  • Anastasios Lymperiou

    (Department of Public Administration, Panteion University of Social and Political Sciences, 17671 Athens, Greece)

  • Ioannis Salmon

    (Department of Business Administration, University of West Attica, 12243 Athens, Greece)

Abstract

The proposed study aims to investigate the digital transformation of Greek small and medium enterprises (SMEs), with a particular focus on their digital maturity and the strategic and organizational factors contributing to digital transformation. The research issue of digital transformation has been attracting considerable interest among academics and business practicians since COVID-19 accelerated the procedure of implementing Industry 4.0 principles all over global economies. Quantitative research on 147 Greek SMEs revealed the most important issues on how these businesses implement digital transformation, factors accelerating or decelerating the process, barriers and expected outcomes. The results indicate that digital maturity, digital transformation strategy and digital business models are strongly interconnected, while the main barriers of successfully implementing them is a lack of funding, cultural issues and the management’s engagement with the whole procedure. Greek SMEs are regarding digital transformation as a part of their customers’ satisfaction rather than as a holistic procedure of reshaping their operation. In almost 20% of Greek SMEs, there is no person who is responsible for the digital transformation procedure, while key drivers are suppliers and customers rather than competitors and the government. The results can be valuable for stakeholders who are enabled to the digital transformation process from both the business and academic points of view, while there exist aspects that can contribute to policy makers/motivation developers on the state’s level as well.

Suggested Citation

  • Antonios Kargas & Emmanouil Gialeris & Faidon Komisopoulos & Anastasios Lymperiou & Ioannis Salmon, 2023. "Digital Maturity and Digital Transformation Strategy among Greek Small and Medium Enterprises," Administrative Sciences, MDPI, vol. 13(11), pages 1-16, November.
    • Handle: RePEc:gam:jadmsc:v:13:y:2023:i:11:p:236-:d:1273476
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    References listed on IDEAS

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    1. Marco Cucculelli & Valentina Peruzzi, 2020. "Post-crisis firm survival, business model changes, and learning: evidence from the Italian manufacturing industry," Small Business Economics, Springer, vol. 54(2), pages 459-474, February.
    2. Goodell, John W., 2020. "COVID-19 and finance: Agendas for future research," Finance Research Letters, Elsevier, vol. 35(C).
    3. Eggers, Fabian, 2020. "Masters of disasters? Challenges and opportunities for SMEs in times of crisis," Journal of Business Research, Elsevier, vol. 116(C), pages 199-208.
    4. Lee, Neil & Sameen, Hiba & Cowling, Marc, 2015. "Access to finance for innovative SMEs since the financial crisis," Research Policy, Elsevier, vol. 44(2), pages 370-380.
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    1. Laitsou, Eleni & Katsianis, Dimitris & Xenakis, Apostolos & Gerogiannis, Vassilis C., 2025. "Pacing the digital decade: Digital evolution and its impact on human well-being," Telecommunications Policy, Elsevier, vol. 49(1).
    2. Eleni C. Gkika & Antonios Kargas & Ioannis Salmon & Dimitrios Drosos, 2025. "Unveiling Digital Maturity: Key Drivers of Digital Transformation in the Greek Business Ecosystem," Administrative Sciences, MDPI, vol. 15(3), pages 1-20, March.

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