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Despite the great complexity and the challenges inherent to technological advances that require digital transformation (DT), there is still limited academic guidance for developing and leveraging capabilities during such transformations. However, there is recognition that being or becoming an entrepreneurial higher education institution (HEI) may provide some of the answers to these newly emerging challenges. Based on the HEInnovate self‐assessment tool, developed by the Organization for Economic Cooperation and Development/European Community (OECD/EC), HEIs can assess their entrepreneurial capacities, facilitating a reflection on strengths and weaknesses and raising awareness of institutional development needs. This study aims to enhance our comprehension of how the HEInnovate digital transformation and capability (DTC) dimension effectively reflects the vital characteristics of a university that promotes entrepreneurship and fosters optimal Triple Helix (TH) dynamics and impacts. Based on 15 interviews with TH institutional actors—university, industry, government, and other hybrid entities involved in their networks, we developed a qualitative inductive study that integrates the inputs of TH networks within the framework of developing a practical perspective on this theme. Our research identifies three key areas of focus that are all crucial for ensuring successful DT processes—(a) focus on overcoming the barriers; (b) focus on capitalizing on knowledge; (c) focus on coping with change—facets essential to understanding the role of DTC in securing the overall success of DT processes. [ABSTRACT FROM AUTHOR]

The contribution of dynamic capabilities (DCs) to firm performance remains unclear and at the centre of debate. Based on a systematic literature review of 92 quantitative articles, the purpose is to explore how the DC–performance relationship have and should be assessed in the future. The most promising approach seems to be indirect, as it appears that DCs primarily causes change and intermediate outcomes, though far from being the most hypothesized relationship. Moreover, investigations employ a continuum of conceptualizations, ranging from very specific DCs to generic sets with theoretical divergences and overlapping. The same applies to the varied performance measures adopted, evidencing that the literature still has a long way to go. Based on a structured synthesis and analysis of existing studies, a conceptual model, recommendations and future avenues are proposed, along with areas of attention, which have both managerial and practical relevance, contributing to advancement within this research stream. [ABSTRACT FROM AUTHOR]

Digital technologies are transforming entrepreneurial activities and increasingly impacting the strategies of small businesses, which, given their size, may find it more difficult to withstand such digital challenges. Our study aims to investigate the influence of knowledge strategies and the maturity of digital affordances on the performance of small businesses. Based on a sample of small businesses, a quantitative analysis was performed. From the knowledge-based perspective, types and origin of knowledge strategies were identified – external codification, internal codification, external personalization, and internal personalization. Our results reveal that two knowledge strategies, based on the levels of knowledge intensity and digital systems maturity, impacted performance. In addition, this study attempts to help entrepreneurs, managers, and other policymakers formulate a more appropriate knowledge strategy based on the existing contingencies between combinations of external and internal digital technologies. [ABSTRACT FROM AUTHOR]