Purpose: Supported by a service ecosystem that is increasingly immersed into digital transformation, small- and medium-sized enterprises (SMEs) have access to turnkey information technology (IT) applications, which may come free of charge but not free of concerns. The purpose of this paper is to explore a group conceptualisation and associated perceptions of IT issues within an ecosystem that includes three subgroup profiles: entrepreneurs, IT professionals and socioeconomic support professionals. Design/methodology/approach: Using group concept mapping, a bottom-up and participatory mixed methods-based approach, a concept map was estimated, based on a list of items, to define seven clusters pertaining to issues and challenges of adoption and use of turnkey IT applications in SMEs of less than 20 employees. Perceptions measures of relative importance and feasibility were obtained by subgroup profiles. Findings: The relative importance and relative feasibility measures for the seven clusters indicate significant statistical differences in ratings among the subgroup profiles. A discussion on the importance of relational capital in addressing challenges of digital transformation in SMEs is developed. Originality/value: Results highlight signifiant differences concerning key dimensions in the adoption and use of IT from the perspective of three subgroup profiles of actors within the ecosystem. First, the results stress the need to develop a shared understanding of IT challenges. Second, they suggest policymakers could use these conceptual representations to further develop and strengthen the IT-related support agenda for SMEs, especially the smaller ones (e.g. training programs, business support and coaching initiatives, etc.).

Human-centered approaches are vital to manage the rapid growth of artificial intelligence (AI) in higher education, where AI-driven applications can reshape teaching, research, and student engagement. This study presents the Human-Centered AI for Systematic Literature Reviews (HCAI-SLR) framework to guide educators and researchers in integrating AI tools effectively. The methodology combines AI augmentation with human oversight and ethical checkpoints at each review stage to balance automation and expertise. An illustrative example and experiments demonstrate how AI supports tasks such as searching, screening, extracting, and synthesizing large volumes of literature that lead to measurable gains in efficiency and comprehensiveness. Results show that HCAI-driven processes can reduce time costs while preserving rigor, transparency, and user control. By embedding human values through constant oversight, trust in AI-generated findings is bolstered and potential biases are mitigated. Overall, the framework promotes ethical, transparent, and robust approaches to AI integration in higher education without compromising academic standards. Future work will refine its adaptability across various research contexts and further validate its impact on scholarly practices.

Supported by a service ecosystem that is increasingly immersed into the digital transformation, SMEs have access to turnkey IT applications, which may come free of charge but not free of concerns. Using the group concept mapping (GCM) as the methodological framework, a concept map was estimated for a group of entrepreneurs in SMEs. Six main themes were identified as conceptual representations. The perceptions of the three main actor groups which interact in the ecosystem (i.e. entrepreneurs, IT specialists, socioeconomic support professionals) were estimated and compared. The analysis of IT-related perceptions shows entrepreneurs tend to rank as relatively more important the IT evaluation support identified on the concept map rather than the nature of the digital strategy to be implemented when compared with IT specialists and socioeconomic professionals. The discussion highlights issues of perceptions which vary among these interacting actors, and stresses the need to develop a shared understanding of IT challenges in a service ecosystem.

Purpose: This study adopts a capability-based view to investigate the attainment of organizational agility in manufacturing small and medium-sized enterprises (SMEs). It first explores how these firms mobilize different types of operational and dynamic information technology (IT) capabilities to achieve a high level of agility through their digital transformation. In return, it also reveals opposite paths, i.e. those leading to its absence.Design/methodology/approach: The research method involves a qualitative comparative analysis (QCA) of 65 Canadian manufacturing SMEs. Through necessity and sufficiency condition analysis procedures, this approach emphasizes the complexity of the digital transformation processes by revealing different sets (i.e. configurations) of what enable, or inhibit, organizational agility in these firms.Findings: The findings indicate that manufacturing SMEs need to align at least one dynamic IT capability (sensing, learning, coordinating or integrating) and one operational IT capability (IT management, IT infrastructure or e-business) to be highly agile. In contrast, other findings indicate that there are suboptimal combinations of IT capabilities, which result in an absence of agility.Originality/value: This study offers a deeper understanding of the complex interaction of IT capabilities in SMEs seeking greater agility in their business activities. Its contributions provide insights on the mobilization of a range of capabilities, both complementary and interdependent, to respond to changing conditions in their internal and external environments. These actionable findings can help various actors in the digital development of SMEs to design and implement effective IT strategies and public policies.

Divisée en deux volets, une étude exploratoire a été réalisée dans quatre PME de la région de la Mauricie au Québec. Premièrement, à l’aide d’une représentation conceptuelle basée sur les construits de compétences de l’utilisateur (Munro et al., 1997), de sentiment d’efficacité personnelle eu égard aux technologies (Compeau, Higgins et Huff, 1999 ; Compeau et Higgins, 1995) et d’absorption cognitive (Agarwal et Karahanna, 2000), une collecte de données auprès de 30 utilisateurs d’applications de l’Internet a permis d’évaluer leur utilisation et leur appropriation en contexte de PME. Dans cette perspective de l’appropriation technologique, les résultats démontrent que les compétences et le sentiment d’efficacité personnelle par rapport à ces applications peuvent jouer un rôle important, tout en étant liés de façon significative. Deuxièmement, la réalisation d’entrevues semi-dirigées auprès des gestionnaires responsables des systèmes et des technologies de l’information a permis une analyse qualitative des facteurs contribuant ou non à encourager l’utilisation et l’appropriation des applications de l’Internet dans les PME. Il a alors été constaté que l’importance des mesures de sécurité, la consultation des futurs utilisateurs, la formulation et la diffusion d’objectifs clairs, le soutien et l’encouragement à l’utilisation de la part de l’équipe dirigeante, la disponibilité des ressources ainsi que les mécanismes de gestion des problèmes et des crises survenant inévitablement sont autant de facteurs ne trouvant pas nécessairement écho auprès des gestionnaires de PME. Ces derniers sont autant d’éléments qui risquent d’affecter le degré d’appropriation technologique des utilisateurs, et ce, de plusieurs manières. Notamment, par leurs effets, directs ou indirects, sur le niveau de compétences des utilisateurs et leur sentiment d’efficacité personnelle eu égard aux technologies.

Adopting a qualitative approach, this exploratory case study analyzes the path to social IT alignment (SITA) of a small and medium-sized enterprise (SME) that operates in the industrial services sector and is engaged in an organizational IT-enabled transformation. Based on three mechanisms, namely allocating, structuring, and coordinating IT resources, the findings of this study illuminate how a small, yet collaborative organization may achieve SITA through IT asset orchestration mechanisms that are better understood and managed.