1. Introduction
The rapid development of digital technology has fundamentally reshaped the business environment, impacting not only how companies interact with the market and customers but also profoundly influencing their internal operations and product innovation processes [
1]. As the core engine behind this change, digitalization is not merely the computerization of traditional business processes but entails a comprehensive upgrade and transformation of all aspects of product design, production, and marketing through the use of cutting-edge information technology [
2,
3]. In this process, enterprises leverage digital technology to integrate originally isolated and scattered business segments, facilitating an efficient flow of information and optimal resource allocation. Digitalization enhances enterprises’ operational efficiency and market responsiveness and empowers enterprises to navigate the increasingly complex and volatile business environment in a more intelligent and automated manner [
4,
5]. Confronted with increasingly complex business challenges, an increasing number of enterprises acknowledge the importance of digitalization and proactively engage in the wave of digital transformation to secure a competitive advantage.
In recent years, Chinese SMEs’ digitalization investment has exhibited significant growth. Data from the SME Digital Transformation Development Report 2022 unveil a striking phenomenon: more than half of SMEs, specifically 57.6%, allocate more than 20% of their annual revenue to digital transformation. This figure demonstrates the high priority SMEs assign to digitalization, highlighting their determination and proactive approach in responding to market changes and technological innovations. Meanwhile, the Accenture China Digital Transformation Index 2022 offers deeper insights. It indicates that nearly 60% of enterprises have explicitly stated their willingness to augment their investment in digitalization in the next one to two years. Most notably, the percentage of companies intending to boost their digital investments by more than 15% has reached 33%, marking an increase of 11% compared with the previous year. However, only 17% of enterprises have evolved into leaders through digitalization, which, from another perspective, suggests that as many as 83% of enterprises have not achieved significant results in their digital transformation journey.
The phenomenon of companies not achieving the expected revenue growth despite investing in digitalization is referred to as the “digitalization paradox” [
6]. Recently, attention has shifted toward the digitalization paradox. For example, Kamp et al. [
7] employed a qualitative multi-case study approach to deeply explore the dilemmas faced by four machine tool manufacturers during their digital transformation. The results validate the existence of the smart service paradox, which represents a significant threat to industrial enterprises. Guo et al. [
8] examined the “double-edged sword effect” of digital transformation on enterprise operations, utilizing detailed data from A-share listed companies in China from 2013 to 2020. The study demonstrates that digital transformation can significantly enhance the total factor productivity of enterprises, yielding substantial benefits. However, digital transformation is likewise associated with increased operating costs, reduced total asset turnover, and higher administrative expenses, collectively exerting a negative impact on enterprise performance. Overall, academic research on the digitalization paradox remains nascent, with most studies centering on superficial concerns and initial descriptions of the phenomenon. Although some studies have addressed the impact of digitalization on enterprise performance, this exploration remains inadequate. Especially from the perspective of SMEs, a systematic exploration of how digitalization specifically impacts enterprise performance and the existing boundary conditions is still an area that needs to be strengthened in current research.
SMEs have shown a strong willingness to digitize and invested a lot of resources, but the improvement effect is often unsatisfactory. The reasons for this phenomenon are complex, but strategic misalignment is undoubtedly a critical factor. Digitalization entails more than a technological upgrade; it necessitates changes in various aspects of enterprise strategy, organizational structure, and business processes [
9,
10]. In the absence of adequate strategic planning and positioning, or a disconnect between strategy and actual needs upon implementation, the invested resources might not be effectively utilized, resulting in poor improvements [
11]. SAT offers a valuable perspective for SMEs to address this issue. The theory emphasizes that enterprise strategies should be matched with the enterprise’s internal resources and external environment to achieve optimal performance. This implies that within the context of digitalization, the digital technologies adopted by SMEs should align with market demand, business model, and overall strategy to focus limited resources on the most critical areas, thereby promoting the digitalization process and achieving expected results [
12,
13,
14]. The resource dilemma represents another significant challenge that hinders the digitalization process of SMEs [
15]. Compared to with enterprises, SMEs often find themselves at a disadvantage in terms of capital, technology, and talent. This resource dilemma can make SMEs seem overwhelmed by the investment in digital transformation, making it challenging for them to support comprehensive and in-depth digital reform. Furthermore, SMEs tend to be relatively weak in this area. A lack of capital can limit the ability to introduce advanced technology and equipment, whereas insufficient technical talent can hinder the understanding and application of digital technology [
16]. SCT offers another practical perspective for SMEs to overcome resource dilemmas [
17]. Through their relationship networks, trust bases, and common norms with external organizations, institutions, and individuals, SMEs can enhance their ability to access and utilize resources in their social networks, thereby effectively compensating for resource shortcomings [
18,
19]. Current research on SME digitalization lacks an exploration of its impact on performance from the perspectives of strategic matching and social capital, particularly in terms of boundary conditions.
Given this backdrop, this study aims to delve into the following research questions:
Question 1: What kind of relationship exists between the digitalization level of SMEs and their performance?
Question 2: How does the digital technology–business alignment moderate the impact of digitalization on the performance of SMEs?
Question 3: Can external social capital serve as a moderating factor influencing the relationship between digitalization and the performance of SMEs?
To address the issues outlined above, this paper constructs a theoretical framework that integrates digitalization, digital technology–business alignment, external social capital, and SME performance, firmly rooted in SAT and SCT. Through empirical analysis, we aim to assess the direct influence of digitalization on SME performance and delve into the moderating role played by digital technology–business alignment and external social capital in shaping the relationship between digitalization and SME performance. Ultimately, our objective is to empirically unpack these dynamics and offer valuable insights into how small and medium-sized enterprises navigate and respond to the complexities of the digital paradox.
This paper is structured as follows:
Section 2 reviews existing research and introduces our research hypotheses.
Section 3 provides a detailed account of the empirical research design, including data collection methods, selected scales, and specific empirical research techniques. In
Section 4, we conduct an in-depth empirical analysis of the collected survey data using SPSS 24.0.
Section 5 delves into the results of the empirical analysis, offering interpretations and discussions. Finally,
Section 6 summarizes the core findings of this study, clarifies its theoretical contributions and implications for management, and highlights the limitations of the study as well as potential areas for improvement in future research.
3. Research Design
3.1. Sample Selection and Data Collection
Given the significant impact of sample quality on study results, selecting the sample scientifically is crucial to ensuring the accuracy and reliability of the findings. Initially, we employed a mixed-method approach for data collection, utilizing both online and offline survey methods, effectively implementing a non-probability convenience sampling technique through the research team’s social resources. To verify digitalization practices among surveyed enterprises, we included the question “Has your enterprise carried out digitalization practices?” in the questionnaire, excluding enterprises without such practices. The survey, conducted from October 2 to December 8, 2023, involved distributing 425 questionnaires, with 352 valid responses received, yielding an effective response rate of 82.8%. In addition, an independent samples t-test was conducted to compare the early (first 10%) and late (last 10%) respondents. The results showed no significant difference in the performance of SMEs, indicating minimal non-response bias in the sample data.
Descriptive statistics were performed on the recovered sample data, with
Table 1 offering a comprehensive overview of the sample’s distribution across various dimensions. Included dimensions are the enterprise’s age, size, industry, region, and the respondent’s position, providing insights into the sample’s characteristics and diversity. Size is measured by the number of employees, featuring a balanced representation of small and medium-sized enterprises. Industry classification follows the Economic Industry Classification by the Chinese government, divided into digital economy industries and traditional industries. The digital economy industries include the computer, communication, and other electronic equipment manufacturing industries; the Internet industry; and software and information technology services, while the non-digital economy industries are collectively referred to as traditional industries. The proportion of digital economy industries slightly exceeds that of traditional industries, indicating a higher concentration of digitalization practices within the digital economy sector, aligning with China’s economic development. The sample spans coastal and inland provinces in China. Given the economic development disparity, digitalization is generally more prevalent in coastal provinces. Yet, the sample’s balanced regional representation indicates strong representativeness. Acknowledging that digital technicians and managers possess a more comprehensive understanding of enterprise digitalization, the table includes samples from these personnel categories. The research team ensures strict confidentiality of questionnaire responses, using the data and results solely for scientific research, thereby guaranteeing the questionnaire’s authenticity and validity.
3.2. Variable Measurement
This study employed the classic Likert seven-point scale for respondent measurement, where 1 signifies “not at all consistent” and 7 denotes “completely consistent” with higher scores indicating greater respondent agreement with the question items. For measurement scale selection, we relied on prior research, choosing scales of high reliability and validity, and revised certain measurement items based on expert scholars’ suggestions to enhance item accuracy. Digitalization measurement integrates findings from Proksch et al. [
60], Ribeiro-Navarrete et al. [
61], Skare et al. [
62] and Yu et al. [
38], resulting in an 8-item scale across two dimensions. “Digitalization of business processes” encompasses adopting current digital technologies to support standard processes, leveraging digital solutions to link fundamental business activities with customers, suppliers, employees, and assets, and utilizing digital information systems for data management and decision making. Meanwhile, “product and service digitalization” involves using smart components and technologies to digitalize products and services, facilitating information transmission, dynamic feedback, and network connectivity to improve user experience and operational efficiency. Enterprise performance, as defined by Adomako et al. [
63], is measured through five items: sales revenue, return on investment, profitability, production cost, and market share. Digital technology–business alignment, drawing on Chau et al. [
64] and Panda [
65], is assessed through three dimensions: infrastructure, business process, and strategy alignment, offering a comprehensive measure of the enterprise’s alignment level. External social capital, based on Marco-Lajara et al. [
66] and Ozanne et al. [
67], is evaluated through structural, relational, and cognitive dimensions, with specific measurement questions detailed.
Furthermore, to mitigate the influence of extraneous variables and ensure the accuracy and reliability of the results, we controlled for several factors that could impact this study: Older enterprises, with their rich experience and resource accumulation, and larger enterprises, known for their significant market influence and scale effects, could both impact enterprise performance. Similarly, industries vary in business characteristics and technology application levels, with digital economy sectors typically prioritizing technological innovation and digitalization more than non-digital economy sectors. Therefore, this study controls for enterprise age, size, and industry to more accurately determine the impact of digitalization on performance.
3.3. Research Methods
This study combines quantitative analysis with deductive reasoning, guiding our approach to processing the data through scientific analytical methods. Initially, we rigorously administered an array of meticulous tests, encompassing common method bias tests, factor analyses, and model fit assessments, to ensure both the reliability and validity of the amassed data. With the assurance of high-quality sample data, we further utilized hierarchical regression analysis techniques to delve into the data and validate the three hypotheses proposed in this paper. Finally, by integrating the empirical results from data analysis with existing theoretical frameworks, we conducted a deeper exploration of the relationships between variables, leading to more precise conclusions.
5. Discussions
Drawing on SAT and SCT, this study develops a theoretical model to elucidate the impact of digitalization on SME performance and proposes research hypotheses tested with data from Chinese SMEs that have implemented digitalization practices.
Empirical analysis revealed that enterprise digitalization’s impact on SME performance is not linear but instead exhibits an inverted U-shaped relationship. This suggests that initial digitalization boosts SME performance, yet beyond a threshold, further digitalization may hinder performance. This finding differs from most existing studies, which suggest that digitalization brings new opportunities for enterprises [
79], that the application of digital technologies can optimize internal business processes and improve operational efficiency [
46], and that digitalization can help enterprises more easily access external knowledge and resources and collaborate with partners in innovation and development [
80,
81], thus enhancing enterprise competitiveness and improving performance. However, the research findings support the phenomenon of the digitalization paradox observed by Gebauer, Fleisch, Lamprecht, and Wortmann [
6], i.e., that digitalization inputs are not proportional to the benefits. This phenomenon is pronounced in SMEs, which are constrained by resources like capital, talent, and technology, hindering their ability to afford digital transformation costs and leverage digitalization benefits due to limited market influence.
Upon comparing and analyzing the divergent viewpoints, it was determined that the benefits of digitalization for SMEs are influenced by various internal and external organizational factors. Consequently, digital technology–business alignment and external social capital were introduced as moderating variables to delve into the boundary conditions under which digitalization impacts SME performance. The findings indicate that both digital technology–business alignment and external social capital positively moderate the curvilinear relationship between digitalization and SME performance, enhancing performance in the initial stages and providing a buffering effect when further digitalization might impede performance. This observation aligns with Liu and Wei [
82], who noted that mismatches between technology applications and business strategies can lead to suboptimal digitalization outcomes, and corroborates Kim and Lee [
83], who emphasized the role of external social capital in facilitating digital transformation.
6. Conclusions and Implications
6.1. Conclusions
Based on our study, we have drawn the following conclusions regarding the impact of digitalization on SME performance, as well as the moderating effects of digital technology–business alignment and external social capital:
Digitalization has a significant impact on the performance of SMEs, exhibiting an interesting trend: an inverted U-shaped relationship. As digitalization increases, it initially correlates positively with improved performance. However, once a certain threshold is crossed, further digitalization starts to negatively affect performance. This observation validates Hypothesis H1, emphasizing the crucial role of identifying the optimal level of digitalization to maximize SME performance.
Second, digital technology–business alignment plays a crucial moderating role in the relationship between digitalization and SME performance. When this alignment is strong, it amplifies the positive effects and mitigates the negative impacts of digitalization on performance. This observation validates Hypothesis H2, indicating that enterprise digitalization is not merely a pursuit of technological advancement but rather a process that demands tight integration of digital technology with the specific business and strategic processes of the enterprise, aiming to maximize efficiency and optimize resource allocation. Through this approach, enterprises can consistently maintain a leading position in fierce market competition and achieve long-term, stable development.
Last, external social capital also plays a moderating role in the relationship between digitalization and SME performance. Higher levels of external social capital not only enhance the benefits associated with digitalization but also mitigate its potential downsides. This discovery aligns with Hypothesis H3, emphasizing the importance of cultivating strong external relationships for SMEs as they navigate the complexities of digital transformation. By fostering these relationships, SMEs can harness the advantages of digitalization while reducing the risks of adverse effects.
6.2. Theoretical Contributions
First, this study incorporates the concept of “paradox” into digitalization research, offering insights into SMEs’ digitalization constraints and unveiling the paradoxical dynamics underlying these challenges. This application disrupts the conventional linear narrative between digitalization and performance, furnishing a fresh lens to comprehend the complexities of SME digitalization and broadening the theoretical scope of digitalization research. Second, the existing literature rarely deals with the exploration of boundary conditions in the process of digitalization’s impact on SME performance. Leveraging SAT, this research delves into the internal factors impacting SME performance during digital transformation. The findings indicate that the degree of infrastructure alignment, business process alignment, and strategic alignment impact enterprise performance in digitalization, thus broadening the applicable context of SAT in the digital economy. Third, SCT is employed to investigate external factors influencing SME performance in digitalization, revealing variable SME digitalization outcomes across different levels of external social capital. This not only extends SCT’s relevance to digitalization but also elucidates divergences in prior research.
6.3. Practical Implications
First, the inverted U-shaped relationship between digitalization and SME performance suggests optimal outcomes at moderate levels of digitalization, indicating that extremes—either too low or too high—are counterproductive. Hence, SMEs should pursue a balanced approach to digitalization, focusing on risk management and developing competitive strategies that leverage their resource integration capabilities. Given SMEs’ resource constraints, these limitations may impact the efficacy of digitalization strategies. Thus, in evaluating the benefits of digitalization, SMEs should exercise caution, make rational decisions, and identify the optimal digitalization level to boost performance, considering their resource constraints. Second, beyond merely focusing on technology itself, SMEs should prioritize aligning technology with their business operations. Technology’s value is maximized when it is closely integrated with an enterprise’s specific business needs. Therefore, enterprises must carefully evaluate the compatibility of digital technologies with their business models upon selection and application. Third, the significance of external social capital to SMEs extends beyond facilitating inter-enterprise collaboration; it is a vital resource for advancing digitalization and enhancing performance. Therefore, enterprises should actively build and maintain good relationships with external entities such as suppliers, customers, competitors, and industry organizations in order to obtain more resources, information, and support. During phases where digitalization boosts performance, SMEs should leverage external social capital to augment digitalization’s impact. In scenarios where excessive digitalization dampens performance, SMEs should utilize external social networks for support to mitigate adverse effects.
6.4. Limitations and Future Research
Drawing on prior research, this study develops a role mechanism model to analyze the impact of digitalization on SME performance, grounded in pertinent theories. Although this study contributes to both theory and practice, there are still several limitations due to time and space constraints. These limitations mainly include the following:
First, the sample comprises solely registered SMEs in China, suggesting that future research could extend to other countries and regions to broaden the findings’ applicability. Second, data collection via questionnaires captures only a snapshot in time, and it is noted that the effects of digitalization may emerge over time [
84], a dynamic not fully captured by this study’s methodology. Future studies could employ longitudinal tracking to examine changes across different development stages, enhancing the validity and reliability of the conclusions. Last, while this paper explores the impact of SME digitalization on performance and its boundary conditions, the drivers of digital transformation are multifaceted [
84,
85]. The constructed model does not fully examine the variability in digitalization effects across various drivers. Future research could utilize fuzzy qualitative comparative analysis to delve into how different antecedents and combinations influence the digitalization process and enterprise effectiveness.