Information technology as a driver of organizational change in SMEs: a study of key determinants

Purpose This study aims to explain how information technology (IT)-enabled organizational change occurs at varying rates due to the specific characteristics of small and medium-sized enterprises (SMEs). The paper investigates the primary determinants of IT-enabled organizational change in these organizations. Design/methodology/approach By integrating the resource-based view, organizational learning theory and the entrepreneurial digital ecosystem perspective, this research develops a comprehensive model for analyzing IT-enabled organizational change in SMEs. The conceptual model encompasses five key dimensions: entrepreneurship, technology, human capital, strategic governance and the digital ecosystem. Empirical data were collected from a representative survey of Spanish SMEs, and logistic regression analysis was applied to assess the impact of these factors on the likelihood of IT-enabled organizational change. Findings The findings reveal that SMEs led by older or less entrepreneurially driven owners and/or managers are less likely to engage in IT-enabled organizational change. In contrast, SMEs with high digital maturity, motivated and digitally skilled staff, formalized digital strategies and active external collaboration in digital projects are more proactive in implementing IT-enabled organizational changes. Additionally, SMEs that lack formally assigned digitalization roles or concentrate these responsibilities solely on the owner/manager tend to exhibit lower levels of IT adoption. Originality/value This research offers a novel perspective by combining theoretical frameworks with empirical data to examine IT-enabled organizational change specifically within SMEs. The study’s model provides actionable insights by identifying the organizational characteristics and external factors most essential for driving digital transformation in smaller firms, an area often overshadowed by research on larger organizations.