Viewpoint: Digital resilience, new business models and international entrepreneurship in the era of knowledge-economy

The transition from an industrial to a knowledge-based economy, accelerated by the fourth industrial revolution (Industry 4.0), has fundamentally transformed the business landscape (Ardito et al., 2021). This shift has brought unprecedented challenges and opportunities for organizations, particularly small and medium-sized enterprises (SMEs), as they navigate the complexities of digital transformation and international expansion (Denicolai et al., 2021; Jafari-Sadeghi et al., 2021). In this context, the concept of digital resilience has emerged as a critical capability for firms to not only survive but thrive in an increasingly volatile, uncertain, complex and ambiguous (VUCA) business environment (Annarelli et al., 2020).This special issue of the Journal of Enterprise Information Management focuses on the intersections of digital resilience, new business models and international entrepreneurship, particularly emphasizing the importance of digital resilience for SMEs, the adaptation of business models in the digital age and the specific challenges SMEs face in international markets. By exploring these themes, the issue aims to provide valuable insights into how SMEs can leverage digital technologies to enhance their resilience, innovate their business models and successfully pursue international opportunities.The landscape of international business has undergone a profound transformation in recent decades, driven by the rise of the knowledge economy and the rapid advancement of digital technologies (Hanelt et al., 2020; Vaio et al., 2021). This evolution has given birth to new forms of international entrepreneurship and necessitated the development of novel capabilities, particularly digital resilience, for firms operating in the global marketplace (Dillon et al., 2020). As Oviatt and McDougall (2005) presciently observed, the intersection of international business, entrepreneurship and technological advancement has created a new paradigm for how firms operate across borders.International entrepreneurship, once characterized primarily by the gradual expansion of firms into foreign markets as described in traditional internationalization theories (Johanson and Vahlne, 1977), has been revolutionized by digital technologies. Today’s international entrepreneurs can leverage digital platforms and ecosystems to engage with global markets from inception, often without significant physical presence abroad (Elia et al., 2020). This phenomenon, termed “born-global” firms by Rennie (1993) and further developed by Knight and Cavusgil (2004), has fundamentally changed our understanding of how firms internationalize.The digital landscape has redefined how opportunities are discovered, evaluated and exploited across national borders (Cenamor et al., 2019). Zahra et al. (2005) highlight how digital technologies have enhanced entrepreneurs' ability to recognize international opportunities, while Autio et al. (2018) demonstrate how digital affordances enable new forms of value creation in international markets. International entrepreneurs now have unprecedented access to global customer bases, can tap into international talent pools through virtual collaboration and can participate in global value chains with greater ease than ever before (Coviello et al., 2017).However, this digital transformation also brings new challenges. As Reuber and Fischer (2011) point out, the increased accessibility of international markets has led to heightened competition, with firms facing rivals not just from their home country but from around the globe. Additionally, the rapid pace of technological change means that consumer preferences and market conditions can shift swiftly, requiring entrepreneurs to be ever vigilant and adaptable (Nambisan, 2017). Moreover, navigating diverse digital ecosystems and regulatory environments across different countries adds layers of complexity to international operations (Banalieva and Dhanaraj, 2019).In this context, digital resilience has emerged as a critical capability for international entrepreneurs. Building on the concept of organizational resilience (Linnenluecke, 2017), digital resilience extends beyond mere technological robustness; it encompasses an organization’s ability to adapt, innovate and thrive in the face of digital disruptions and opportunities. For international entrepreneurs, digital resilience is multifaceted, involving technological adaptability, organizational flexibility and strategic agility (Garousi Mokhtarzadeh et al., 2020; Warner and Wäger, 2019).Technologically, digital resilience requires the ability to integrate, update and secure digital systems in a rapidly evolving technological landscape. This includes maintaining robust cybersecurity measures, ensuring data protection across international operations and swiftly adopting new technologies (Annarelli et al., 2020; Wylde et al., 2022) that can provide competitive advantages in global markets. As Kshetri (2014) emphasizes, the increasing prevalence of cyber threats makes this aspect of digital resilience particularly crucial for firms operating across borders.Organizationally, digital resilience demands the cultivation of a digitally savvy workforce and an innovative culture that can quickly respond to international market shifts (He et al., 2022; Wang and Chen, 2022). It involves developing digital competencies across the organization, fostering a mindset of continuous learning and adaptation and creating structures that allow for rapid decision-making in response to global digital trends. Fitzgerald et al. (2014) highlight how this organizational dimension of digital resilience often requires significant cultural and structural changes within firms.Strategically, digital resilience for international entrepreneurs means the capacity to sense and seize opportunities arising from digital innovations on a global scale. Teece (2007) describes these as dynamic capabilities, which are particularly crucial in fast-moving international digital markets. It requires the ability to reconfigure business models in response to international market demands, leverage data for cross-border decision-making and navigate the complexities of global digital ecosystems. As Autio and Zander (2016) note, this often involves creating and managing platform-based business models that can scale rapidly across international markets.The importance of digital resilience for international entrepreneurship is particularly pronounced in the era of the knowledge economy. In this economic paradigm, as articulated by Powell and Snellman (2004), value creation is increasingly driven by intellectual capital, innovation and the application of knowledge to solve complex problems. For international entrepreneurs, success in the knowledge economy requires not just the ability to create and leverage knowledge, but to do so across national boundaries and diverse cultural contexts (Mudambi et al., 2018).Digital resilience enables international entrepreneurs to effectively manage knowledge flows across borders, facilitating learning and innovation in international contexts (Arfi and Hikkerova, 2019; Shen et al., 2018). It allows firms to tap into global knowledge networks, collaborate with international partners and rapidly disseminate innovations across markets. Kogut and Zander’s (1993) seminal work on the evolutionary theory of the multinational corporation underscores the importance of this knowledge transfer capability, which has only been amplified in the digital age.Moreover, digital resilience enhances an organization’s ability to gather, analyze and act upon data from diverse international sources, improving strategic decision-making in global operations. As George et al. (2014) demonstrate, the ability to leverage big data analytics can provide significant competitive advantages in international markets. This data-driven approach allows firms to personalize offerings for different markets, optimize global supply chains and identify emerging trends across borders.The convergence of international entrepreneurship and digital resilience in the knowledge economy has given rise to new forms of value creation and capture. Digitally resilient international entrepreneurs can create platform-based business models that scale rapidly across borders, offer knowledge-intensive services to global markets and participate in international innovation ecosystems (Nambisan et al., 2019; Sukumar et al., 2020). They can also more effectively navigate global crises, as demonstrated during the COVID-19 pandemic, by quickly pivoting to digital operations and identifying new opportunities amidst disruption (Soto-Acosta, 2020).Furthermore, digital resilience is crucial for addressing the sustainability challenges that are increasingly central to international business (Miceli et al., 2021). It enables entrepreneurs to leverage technologies for sustainable innovation, meet evolving global standards and contribute to solving global challenges through their international operations. As emphasized by George et al. (2016), digital technologies offer unprecedented opportunities for firms to contribute to sustainable development goals while pursuing international growth.The interplay between digital resilience and international entrepreneurship also has significant implications for how firms overcome the liabilities of foreignness and newness in international markets. As Zaheer (1995) originally conceptualized, the liability of foreignness refers to the additional costs and challenges a firm faces when operating in a foreign market. Digital resilience can help mitigate these liabilities by enabling firms to gather market intelligence more effectively, adapt their offerings quickly to local preferences and build virtual networks that bridge cultural and institutional distances (Brouthers et al., 2016).As we move further into the 21st century, the ability of firms to build and maintain digital resilience while pursuing international opportunities will likely become a key determinant of success in the global marketplace. This special issue represents an important step in developing our understanding of this critical intersection between digital technologies, international entrepreneurship and the knowledge economy.In this special issue, we received a total number of 43 original submissions of which 12 were accepted (rejection rate 72%). Each paper makes unique additions to our theoretical and empirical understanding of digital resilience in the international entrepreneurship domain. In total, this special issue found interest from different locations on the planet as the diversity of submissions spread from 19 countries on diverse continents. Among accepted papers (corresponding) authors from seven different countries have contributed to this special issue. Table 1 highlights the country of origin for the submissions in this special issue.Several common themes emerged from the submissions, reflecting the current priorities and challenges faced by SMEs in the context of digital transformation and international entrepreneurship. This included:Digital transformation and resilience: Many papers emphasized the critical role of digital transformation in building resilience. This included discussions on how SMEs can leverage digital technologies to enhance their operational efficiency, innovate business models and improve their competitive edge in international markets.Innovative business models: A significant number of submissions explored innovative business models that SMEs are adopting to thrive in the digital economy. These models often integrate digital platforms, data analytics and new value creation mechanisms that support international expansion.Cybersecurity and risk management: Given the increasing digitalization, several papers addressed the importance of cybersecurity and effective risk management strategies. These studies highlight the need for robust digital infrastructures and practices to protect against cyber threats and ensure business continuity.The submissions also showcased a variety of innovative approaches, offering fresh perspectives and practical insights, including:Use of advanced technologies: Many authors investigated the application of advanced technologies such as artificial intelligence, blockchain and the Internet of Things (IoT). These technologies are seen as pivotal in driving digital resilience and enabling SMEs to tap into global markets with greater agility.Case studies and empirical research: A notable trend was the use of detailed case studies and empirical research to illustrate successful digital transformation strategies. These provide valuable and insights for SMEs to enhance their digital papers approaches, insights from business systems and entrepreneurship. 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