Management Innovation And Entrepreneurship - Fuoye Journal Of

In the SME context, DT spans three levels: digitization (analog to digital), digitalization (process improvement), and digital transformation (strategic organizational change) (Rogers, 2016). Nigerian SMEs are largely at the first two levels.

Digital Transformation, Entrepreneurial Resilience, Business Model Innovation, Nigerian SMEs, FUOYE, Entrepreneurship. 1. Introduction Entrepreneurship is widely acknowledged as the engine of economic development in emerging economies (Ogunyomi & Bruning, 2016). In Nigeria, SMEs constitute over 96% of all businesses and contribute 48% to the national GDP (SMEDAN, 2022). However, the entrepreneurial landscape in the Federal University Oye-Ekiti (FUOYE) catchment area and Nigeria at large is characterized by chronic vulnerability—economic shocks, policy inconsistencies, and infrastructure deficits frequently cripple nascent ventures.

Recent disruptions, from the COVID-19 pandemic to the current foreign exchange volatility, have underscored the need for entrepreneurial resilience : the capacity to anticipate, adapt to, and recover from adversity (Burnard & Bhamra, 2011). While digital transformation (DT)—the integration of digital technologies into all areas of a business—has been proposed as a solution, evidence suggests that mere technology acquisition does not guarantee survival (Verhoef et al., 2021). fuoye journal of management innovation and entrepreneurship

Digital Transformation and Entrepreneurial Resilience: The Mediating Role of Business Model Innovation in Nigerian SMEs

For example, an SME using a WhatsApp Business account (DT) without shifting from a transactional to a subscription-based model (BMI) remains fragile. This aligns with Teece’s (2010) assertion that BMI is the firm-level equivalent of adaptation in evolutionary economics. In the SME context, DT spans three levels:

The missing link appears to be . Many Nigerian SMEs adopt digital tools (e.g., POS machines, social media ads) without changing how they create, deliver, and capture value. This study, therefore, asks: Does business model innovation mediate the relationship between digital transformation and entrepreneurial resilience in Nigerian SMEs? By answering this, the paper contributes to the nascent entrepreneurship literature specific to Ekiti State and the FUOYE academic community. 3. Literature Review and Hypotheses 2.1 Entrepreneurial Resilience Resilience is not merely a personality trait but a dynamic capability. For entrepreneurs, it includes proactive adaptation, resource reconfiguration, and opportunity creation during crises (Duchek, 2020).

BMI refers to a novel change in at least two of the following components: value proposition, value creation, and value capture (Teece, 2010). A digitally resilient SME is one that uses cloud accounting to shift from cash-based to credit-based revenue (BMI) rather than simply buying an accounting software (DT alone). and value capture (Teece

[Your Name/Affiliation] Contact: [Email Address] Submitted to: FUOYE Journal of Management, Innovation and Entrepreneurship (FJMIE) Date: [Current Date] Abstract The high failure rate of Small and Medium Enterprises (SMEs) in Nigeria within their first five years necessitates a deeper understanding of resilience drivers. This study examines the effect of digital transformation on the entrepreneurial resilience of SMEs in Southwest Nigeria, with business model innovation as a mediating variable. Drawing on Dynamic Capabilities Theory, a quantitative survey of 384 SME owners was conducted. Data were analyzed using Structural Equation Modeling (SEM). Findings reveal that digital transformation has a significant positive effect on entrepreneurial resilience, but this effect is partially mediated by business model innovation. Specifically, SMEs that leverage artificial intelligence tools and cloud-based platforms demonstrate a 47% higher adaptive capacity when they simultaneously reconfigure their value proposition and revenue streams. The study concludes that technology adoption alone is insufficient; resilience is contingent on the entrepreneur's ability to innovate the business model itself. Recommendations include policy support for digital upskilling and incubation hubs that focus on business model experimentation.