Sustainable Digital Transformation Roadmaps for SMEs: A Systematic Literature Review

Abstract

Sustainable digital transformation in SMEs not only simplifies operations and increases efficiency but also fosters innovation, facilitates data-driven decision-making, and minimizes negative environmental and social impacts, paving the way for a sustainable competitive advantage in the digital age. However, SMEs still face significant barriers to implementing this transformation. In addition to limited financial resources, a critical obstacle is the lack of specific and comprehensible roadmaps. Thus, this paper aims to analyze existing roadmaps for sustainable digital transformation in SMEs. A systematic literature review was conducted using the PRISMA and Methodi Ordinatio methods, with data collection and analysis performed using the NVivo 12 and VOSviewer software (version 1.6.20). Content analysis was used to assess how these papers align with the study’s context. The analysis identified whether the roadmaps address aspects related to the triple bottom line (TBL), their specificity to SMEs, the principles of digital transformation they incorporate, and the aspect of digital maturity. The findings indicate that none of the current literature provides a fully developed roadmap for sustainable digital transformation in SMEs. Consequently, future studies are suggested to develop a comprehensive roadmap that addresses these issues. Finally, this study highlights the main gaps and opportunities in each studied roadmap and formulates 14 research questions divided into six categories for future investigation. Addressing these questions can help close the current gaps in the literature and provide SMEs with robust, adaptable, and sustainable digital transformation strategies.

1. Introduction

Given the increasing importance of sustainability in business management, researchers and industries worldwide are working harder together to determine how strategies for integrating sustainable practices into business operations can be used [1]. In line with this trend, sustainable innovation has recently gained significant attention. Scholars and practitioners argue that the introduction of innovation into business practices and products should not be driven solely by profit but should also address environmental priorities and ensure social well-being [2].

Under these circumstances, digital transformation (DT) can offer exciting opportunities to address challenges related to the triple bottom line (TBL) of sustainable manufacturing at both the factory and value chain levels. From an economic development perspective, its underlying digital technologies, such as cyber–physical systems and the industrial Internet of Things, are expected to reduce operational costs across various manufacturing activities [3]. Regarding social sustainability, DT is anticipated to enhance working conditions, improve customer experience, and create new employment opportunities [4]. Concerning the environmental dimension of manufacturing sustainability, DT is expected to decrease waste in value-creation activities and promote cleaner energy and material resources [5].

Digital transformation (DT) involves integrating all digital technologies into every aspect of an organization [6]. Digitalization streamlines operations, improves efficiency, and accelerates new ways of delivering services through innovative, lean business models that support data-driven decision-making, ensuring a sustainable competitive advantage in the digital era [7].

Sustainable digital transformation (SDT) refers to the continuous and eco-friendly digitization of the economy, leveraging the strengths of innovative enterprises and their ecosystems. Studies show that digitalization increases the value of products and services and that strong customer engagement plays a vital role in maintaining long-term profitability [8,9,10].

The influence of the COVID-19 pandemic has further expedited digital transformation in small- and medium-sized enterprises (SMEs) [11]. Alongside this is the consolidation of sustainability as a transversal theme in digital transformation, encompassing economic, social, and environmental aspects. As key drivers of economic growth and job creation, SMEs struggle to balance digital innovation and sustainability [12].

Research linking sustainable digital transformation with SMEs began around 2020. For example, Suciu et al. [13] studied specific aspects related to the adoption of the Internet of Things (IoT) technologies and the impact they have on the sustainable growth of small- and medium-sized enterprises (SMEs) in the Romanian IT industry. Kin [14] evaluated the variables influencing the sustainable development of SMEs in the technological evolution of digital transformation.

For SMEs, digital transformation can significantly accelerate achieving environmental sustainability goals [15]. Integrating advanced technologies with sustainability strategies enables SMEs to increase their resilience, reduce waste, and adopt more circular and regenerative business models, promoting economic, social, and environmental benefits. Thus, digital and sustainable transformation is not only a competitive advantage but also a strategic necessity for SMEs to adapt to change and continue growing in a constantly evolving global landscape [16].

The integration of digitalization with sustainability in small- and medium-sized enterprises (SMEs) aims to reshape business philosophies and quality management systems, considering both internal and external factors that impact the business environment. This transformation enhances environmental, economic, social, and human responsibility, fostering more sustainable and conscientious practices within organizations [17,18].

According to a study on the digital maturity of Brazilian SMEs conducted by ABDI [19], one of the main barriers hindering the implementation of digital transformation in SMEs, besides a lack of financial resources, is the absence of specific and easy-to-understand roadmaps. The authors state that organizations often lack a defined strategy, vision, and roadmaps for implementing digital transformation, which justifies the need for investment in new technologies [20,21,22,23,24].

Despite the great importance of integrating sustainability into digital transformation for SMEs, few studies present roadmaps for sustainable digital transformation in SMEs. Most research tends to focus on one aspect or the other, but few explore how SMEs can integrate both dimensions. This is a significant gap in the literature, considering that SMEs face unique challenges when trying to adopt digital innovations that also meet sustainability requirements. Without clear and accessible roadmaps, the implementation of sustainable and innovative strategies becomes much more difficult.

Consequently, we aim to address the following main research questions (RQs):

RQ1: What specific roadmaps for sustainable digital transformation for SMEs are currently available in the literature?

RQ2: How are these roadmaps structured, and what key dimensions do they include to facilitate sustainable digital transformation in SMEs?

RQ3: To what extent do existing roadmaps incorporate principles of digital transformation alongside triple bottom line (TBL) considerations related to sustainability?

RQ4: What specific gaps exist in the current literature regarding roadmaps for sustainable digital transformation in SMEs?

In this regard, the current paper aims to analyze roadmaps for sustainable digital transformation for SMEs to identify how to develop a clear and effective roadmap in the future.

To address the research questions, this article is structured as follows: Section 2 provides a theoretical background on digital transformation in SMEs, sustainability, and roadmaps. Section 3 outlines the research methodology employed to investigate existing SDT roadmaps for SMEs. Section 4 presents the findings and analysis, followed by the conclusions and implications for future research in Section 5.

2. Theoretical Background

2.1. Digital Transformation in SMEs

Digital transformation (DT) integrates digital technologies into all aspects of an organization and is crucial for businesses adapting to the evolving digital landscape. It streamlines operations, fosters innovation, and creates new business models, securing a sustainable competitive advantage [7].

Kane et al. [25] describe DT as a four-stage process: (1) exploration, involving minimal changes and experimentation; (2) development of digital initiatives, where companies increase their focus on DT while maintaining traditional models; (3) digital maturity, marked by the full integration of DT into organizational goals; and (4) becoming a digital organization, where full digitalization is achieved within the company’s environment and ecosystem.

For SMEs, DT holds significant potential, especially post COVID-19 [26]. Technologies like e-commerce, ICT integration, and digital marketplaces offer new opportunities to optimize operations and enhance competitiveness [27,28]. However, SMEs face considerable challenges, such as financial and human resource constraints, the need for a skilled workforce, and managerial readiness to implement innovations [29,30,31]. Overcoming these barriers will allow SMEs to fully capitalize on DT’s potential to improve performance and expand customer reach [26].

Essential Principles of DT

Digital transformation (DT) involves not only technological and strategic changes but also a comprehensive transformation encompassing organizational culture, structure, business processes, customer interactions, and competitive strategy, requiring a holistic understanding for its successful implementation [32,33,34].

A holistic approach is necessary for successful DT implementation, as outlined by Teng et al. [35], who emphasize the importance of integrating technology, people, and innovative business strategies. Sustainable DT requires a clear strategy, appropriate methods, and skilled talent to create an effective transformation system and promote continuous progress.

Strong customer relationships also play a key role in improving market positioning. When aligned with sustainability practices, DT enhances both competitiveness and profitability [36].

The literature review identified five essential principles for guiding digital transformation in SMEs: integration of digital technologies, customer focus, organizational culture, innovative business models, and people. These principles foster innovation, efficiency, and sustainability.

• Integration of digital technologies: Technology is the foundation of digital transformation. It involves integrating digital tools to reshape business models and create new opportunities for value generation. This includes automating processes, enabling decentralized decision-making, and investing in technologies like AI, machine learning, IoT, and blockchain to optimize operations and enhance competitiveness [37,38,39].
• Customer focus: DT enhances customer engagement through digital platforms and personalized experiences, which build trust and satisfaction. High-speed networks and data analysis tools allow SMEs to quickly adapt to market changes, enabling them to innovate and meet evolving customer demands [40,41].
• Organizational culture: A supportive digital culture is crucial for successful transformation. Leadership must promote innovation and openness to change. SMEs must invest in their resources and foster continuous innovation to stay competitive in a rapidly evolving environment [42,43,44].
• Innovative business models: Business model innovation involves changing value creation and delivery methods. By adopting advanced technologies, companies can adapt to market shifts and maintain a competitive edge, despite challenges like high costs and cultural resistance [45,46,47].
• People: Human capital is a cornerstone of DT. Employee adaptability and creativity are essential for success. Companies must invest in training, knowledge sharing, and communication to create an engaged workforce. Gender diversity further drives innovation and creativity within teams [48,49].

Each of these principles contributes to building a resilient and innovative business environment. By focusing on these factors, SMEs can position themselves to thrive in an increasingly dynamic and competitive market.

2.2. Sustainable Development

Sustainability is increasingly recognized as a vital concern in both academia and practice globally [50]. Stakeholders are urging companies to shift from a purely economic perspective to a more comprehensive approach known as the triple bottom line (TBL), introduced by Elkington in 1994 [51]. The TBL framework emphasizes the integration of economic, social, and environmental factors in organizational performance measurement. Implementing sustainable TBL practices can drive economic growth and enhance competitive advantage [52].

The 6Rs approach—reduce, reuse, recycle, redesign, recover, and remanufacture—further enhances sustainability by minimizing waste and optimizing resource use. This methodology encourages companies to reduce energy and material consumption, give new life to end-of-life products, transform waste into new materials, integrate recovered materials into new designs, collect products post use, and restore used products to like-new conditions [53].

The intersection of environmental sustainability and digital transformation is a critical area of research. Stock and Seliger [54] advocate that industrial value should prioritize sustainability, noting that Industry 4.0 offers substantial opportunities to achieve this. Studies by Ford and Despeisse [55] and Jelonek and Urbaniec [56] reveal the potential benefits of manufacturing technologies like 3D printing for environmental sustainability while also acknowledging challenges stemming from these technologies’ nascent stages. Burritt and Christ [57] highlight that comprehensive digitalization through Industry 4.0 positively influences environmental sustainability by facilitating the accurate and real-time management of environmental factors.

Oláh et al. [58] investigated the link between Industry 4.0 and environmental sustainability, concluding that while the prospects are promising, uncertainties remain. Technologies related to Industry 4.0 are still developing, and their integration with sustainable practices has yet to be fully explored. This gap hampers efficient resource utilization, responsible consumption, and alignment with long-term sustainable development goals. The principles of the 4Rs—reduce, reuse, recycle, and replace—can be applied to mitigate pollution and enhance eco-innovation within both Industry 4.0 and the broader environmental context.

Digital technologies are pivotal in advancing sustainability goals across sectors, especially when integrated into business processes. They enhance efficiency and align with the sustainable development goals (SDGs). For instance, technologies such as artificial intelligence (AI) and the Internet of Things (IoT) significantly contribute to resource optimization by reducing waste and energy consumption [59,60]. In supply chain management, digital tools like blockchain and big data improve transparency and sustainability, facilitating circular economy practices [61].

Furthermore, digital platforms drive innovation and stakeholder engagement, promoting collaboration for sustainability. The integration of these technologies fosters a sustainability-oriented organizational culture, encouraging socially responsible practices tailored to individual contexts. However, the deployment of digital technologies also presents environmental challenges related to their production and operation. Therefore, a balanced approach is essential to maximize benefits while mitigating associated risks [60].

2.3. Roadmap Definition

The literature often uses terms like maturity models, roadmaps, and frameworks interchangeably, leading to confusion. To clarify these concepts, we will provide definitions based on [62].

Maturity models are tools that assess an organization’s current capabilities in performing specific tasks and measure progress toward defined goals. These models offer comprehensive guidance to support improvement, typically including qualitative dimensions and progress levels, which facilitate the assessment of an organization’s status through a series of guiding questions [63,64,65].

Frameworks serve as foundational structures for developing methodologies and instruments, providing a systematic approach for research [62].

Roadmaps, in contrast, are comprehensive plans that outline the dimensions and factors necessary for digital transformation in an organized manner. They provide a forward-looking perspective in a specific domain, acting as a knowledge tool for businesses [66]. Roadmaps guide decision-making, helping organizations anticipate future technologies and strategies to gain a competitive edge, and they include recommendations to facilitate the digital transformation process [67].

The concept of roadmaps originated from industrial needs, with Motorola being one of the pioneers in their application. The method became integral to their business planning and extended to supply-chain- and industry-level applications [68,69].

In the context of digital transformation, roadmaps play a crucial role in systematically learning about new technologies and business models [70]. According to Sagala et al. [71], several essential factors should be considered when preparing a digital transformation roadmap for SMEs: (1) assess the organization’s current digital maturity, (2) clearly define strategic objectives, and (3) implement digital transformation through incremental improvements.

Other authors [72,73] also emphasize the importance of digital maturity for successfully implementing digital transformation. Digital maturity is not just a measure of technological advancement; it serves as a comprehensive framework guiding organizations through their digital transformation journey, ensuring they are well equipped to adapt to the evolving digital landscape.

While some digital transformation roadmaps in the literature integrate maturity models, such as those presented in [74,75], these models are not specifically tailored for SMEs. For example, ref. [74] introduces a preliminary maturity model for leveraging digitalization in manufacturing, and ref. [75] offers the DX-SAMM (Self-Assessment Maturity Model), which provides a comprehensive guide for improving digital maturity levels in organizations.

In the context of sustainable digital transformation (SDT) for SMEs, only one article in the literature specifically addresses this focus [73]. The proposed roadmap explores the role of blockchain technology (BCT) in enhancing environmental sustainability through collaborative efforts between SMEs and innovation intermediaries.

In conclusion, well-crafted roadmaps are essential for the effective implementation of sustainable digital transformation in SMEs.

3. Research Methodology

A systematic review of the literature (SRL) was conducted to fulfill the research objectives. This review resulted in a collection of relevant scientific articles, which served as the basis for data collection and analysis. The widely accepted methods for conducting an SLR were used, such as the PRISMA protocol [76] and the Methodi Ordinatio methodology [77,78]. This methodology is regarded as a multi-criteria decision tool, as it ranks articles based on three criteria, i.e., year of publication, impact factor, and citation count, to determine their scientific relevance.

The detailed overview of the steps illustrated in the flowchart (Figure 1) is as follows:

• Steps 1–2: Establishing the research intention and conducting exploratory searches in databases.

This study aimed to analyze existing roadmaps for sustainable digital transformation in SMEs. The keywords used in this process included: ‘Digital Transformation’, ‘roadmap’, ‘Sustainable Development’, ‘Sustainability’, ‘SME’, and ‘Small and Medium Enterprises’. Web of Science and Scopus were selected due to their extensive article coverage.

• Steps 3–4: Definition of keyword combinations and databases and final search.

Preliminary tests confirmed the effectiveness of the keyword combinations, and final searches were conducted. Keyword combinations and search criteria were defined in the Scopus and Web of Science databases using two requirements: (i) Keywords in Abstract-Title-AND-Keywords, and (ii) All Years. The search syntax and results of the final search are presented in

Table 1. Final search in databases.

Keyword Combination	Scopus	Web of Science
“Digital Transformation” AND “Roadmap” AND (“SMEs” OR “Small and Medium Enterprises”)	40	19
“Digital Transformation” AND “Roadmap” AND (“Sustainable Development” OR “Sustainability”)	78	35
“Digital Transformation” AND “Roadmap” AND (“Sustainable Development” OR “Sustainability” AND (“SMEs” OR “Small and Medium Enterprises”)	4	2
TOTAL	178

.

• Step 5: Filtering procedure.

Duplicate articles, conference papers, books, book chapters, and articles outside the scope of this research were eliminated by reviewing the title, abstract, and keywords. According to the Methodi Ordinatio methodology, conference papers, books, and book chapters were discarded at this stage due to the absence of an impact factor for these sources [77,78]. The results of the filtering procedures are displayed in

Table 2. Filtering procedures.

Filtering Procedures	Number of Articles
Duplicate papers deleted	73
Exclusion by document type (conference paper, book, and book chapter)	49
Deletion of articles outside the theme	20
Total articles deleted	142
Resulting number of articles in the portfolio	36

.

• Step 6: Identifying the impact factor (IF), year of publication, and number of citations (Ci).

Paper metrics were gathered from CAPES and Scopus, while the number of citations for each article was obtained from Google Scholar [77,78].

• Step 7: InOrdinatio

After collecting the variables, the InOrdinatio equation, Equation (1), was applied, resulting in a portfolio of ordered scientific articles.

InOrdinatio = (IF/1000) + α ∗ [10 − (ResearchYear − PublishYear)] + (Ci),

(1)

where IF is the impact factor; α is the alfa value, ranging from 1 to 10, to be defined by the researcher according to the importance of the newness of the theme; for this study, the value of α was defined as 10 since the object of this study was published in very recent papers; ResearchYear is the year in which the research was developed; PublishYear is the year in which the paper was published; and Ci is the number of times the paper has been cited.

• Steps 8–9: Retrieving full papers, conducting a systematic reading, and identification of the exclusion criteria.

With the InOrdinatio ranking, we obtained a list of the most relevant existing articles. From this list, all the articles (36 articles) were downloaded and read in full to conduct a second stage of filtering in this study, aiming to identify only the existing roadmaps.

To eliminate irrelevant documents and identify the papers that aim to answer the research questions, the exclusion criteria for the close-up review were determined, which included the following:

C1: The InOrdinatio value being 0,0 or negative;

C2: A paper was only partially available in English; for instance, the abstract and keywords were in English, but the rest of the paper was in another language;

C3: A paper was not available in full text or access to the document was restricted;

C4: A paper did not present a roadmap focused on digital transformation in SMEs and/or sustainable digital transformation;

C5: A paper did not present a roadmap; it only presented a maturity model or framework;

C6: A paper was a review article of the existing roadmaps or maturity models and did not propose any novel roadmap.

This in-depth analysis of the literature identified a substantial number of articles that did not present a roadmap for digital transformation in SMEs and/or sustainable digital transformation. Many of them were review articles focused on comparing existing roadmaps and/or maturity models. Others only presented maturity models and/or frameworks for digital transformation. Some provided literature reviews and case studies that discussed the importance of a roadmap but did not present a new one. Although these articles were recognized as references for the research, based on the exclusion criteria presented, these articles/reports were removed.

After this second stage of filtering, the final portfolio resulted in 15 papers that present a roadmap for digital transformation in SMEs and/or sustainable digital transformation.

• Steps 10–11: Bibliometric analysis and content analysis.

With the article portfolio organized, both a bibliometric analysis and content analysis were extensively conducted using the software tools VOSviewer and NVivo 12.

The bibliometric analysis focused on the following aspects: the number of publications per year, the primary authors in the portfolio, the number of publications by nationality, and the main keywords of the articles. The data regarding the number of publications per year and by nationality were extracted from the articles using Excel, based on the organization of data through the Methodi Ordinatio methodology. The main authors and keywords were identified using VOSviewer, which facilitated the analysis of the connection networks.

Finally, a content analysis was performed, where NVivo 12 served as a support tool to effectively organize, analyze, and interpret qualitative data.

4. Results and Discussion

4.1. Bibliometric Analysis

Firstly, a temporal analysis of the publications can be observed in Figure 2. The year 2020 marked the emergence of the first digital transformation roadmaps for SMEs and/or sustainable digital transformation. The reason for this starting point in 2020 is that many technologies, such as artificial intelligence, the Internet of Things (IoT), and big data, matured and became more accessible that year, allowing SMEs to adopt more advanced digital solutions to promote sustainability. Additionally, this was the year following the COVID-19 pandemic, which highlighted the importance of resilience and adaptability, accelerating the adoption of digital technologies. This also emphasized the need to build a more sustainable future, increasing publications related to these topics.

Since then, the number of publications has been growing year by year, reaching its peak in 2022. It is worth noting that this research was conducted in July 2024, which is why the number of publications is lower this year.

The second analysis aimed to identify the number of publications per nationality (Figure 3). Italy and Malaysia were the countries with the most published roadmaps in this field of study, with three articles each. Of the works published in Italy, two focus on roadmaps for digital transformation in SMEs [70,79], and one presents a roadmap for sustainable digital transformation in SMEs [80]. As for the works published in Malaysia, two of them present roadmaps for sustainable digital transformation [81,82] and one presents a roadmap for digital transformation in SMEs [83]. Indonesia ranked second, with two roadmaps for sustainable digital transformation. The remaining countries (Canada, France, Germany, India, Kazakhstan, Lithuania, South Africa, Sweden, and the United Kingdom) each had one published work.

The third analysis aimed to identify the main authors in the portfolio, with the metric for author importance being the number of articles each author contributed to the portfolio. This analysis was conducted using the VOS viewer software, utilizing its density map feature to visualize author networks and highlight authors with the highest number of articles in the portfolio, as depicted in Figure 4.

Based on Figure 4 and the data provided by the software, it can be observed that the portfolio consisted of 54 authors who collaborated to produce publications. The main author in the portfolio was Ghobakhloo, M., with five papers, representing 33.33% of the articles in the portfolio. The second most frequently appearing author was Iranmanesh, M, who contributed with four papers (26.6%). The other authors contributed one article each. In Figure 4, the authors are distributed into clusters according to their connections with other authors.

The last analysis, also assisted by the VOSviewer software, aimed to examine the primary keywords identified in the portfolio based on their frequency of occurrence. To achieve this, the Overlay Visualization feature of the software was employed, illustrating the distribution of keywords across different years to demonstrate the topical trends. The resulting findings are depicted in Figure 5.

The figure is arranged on a timeline, where blue keywords represent those found in older articles, transitioning to yellow for keywords cited in more recent articles. Figure 5, along with the software data, reveals that 105 keywords were mentioned in the portfolio. The most frequent keyword was “digital transformation”, appearing in 11 articles, covering more than 73% of the portfolio. Following closely were “sustainability” and “roadmap”, each present in nine articles. Additionally, “sustainable development”, “Industry 4.0”, “SME”, and “digitalization” were recurrent, appearing in six articles each.

Moreover, the Overlay Visualization data shows that in 2021, the research works focused on innovation, technology, Industry 4.0, and digitalization. This trend can be attributed to the initial surge in digital transformation efforts driven by technological advancements and the urgent need for businesses to modernize in response to the COVID-19 pandemic. In 2022, the majority of works began incorporating sustainable development alongside digital transformation. This shift reflects a growing recognition of the importance of integrating sustainability into technological advancements to address environmental and social challenges. Finally, in 2023, works related to roadmaps and SMEs emerged within this thematic area, indicating a maturation of the field. Researchers started to develop more specific and practical guides for smaller enterprises, acknowledging their unique challenges and significant role in achieving broader sustainability goals.

These findings demonstrate that the final portfolio aligned with the research objective, confirming the effectiveness of the methodology used.

4.2. Content Analysis

After conducting the bibliometric analysis, systematic readings were carried out to identify the particularities of each roadmap.

Table 3. Details of the roadmaps.

Paper	Focus of the Roadmap	Dimensions
[16]	Challenges related to technology, trust, and big data in SMEs when adopting Industry 4.0 technologies.	I4.0 technologies: big data analytics; cyber––physical systems; cloud computing; Internet of Things Trust structure: interoperability; communication; security Data science platform: data capture; data pre-processing; data mining; data usage
[29]	Digital transformation for SMEs, with a focus on accessing external resources and reconfiguring internal ones.	Managerial actions; organizational culture; continuous innovation; digital solutions
[70]	Industry 4.0 for SMEs.	Self-assessment; workshop design thinking; scenario planning; project development; implementation.
[79]	Digital transformation of SMEs.	Business model; strategic; organizational setting
[75]	Improving digital maturity.	Structure and organization; technology; strategy; customer; employee; culture; transformation process
[80]	Innovation intermediaries and collaborative partnerships for digitalization.	TIS function; DIH role; key stakeholders; stakeholder role
[81]	Industry 4.0 and digital technologies facilitate the triple bottom line of sustainable manufacturing.	Business model innovation; customer-oriented manufacturing; employee productivity; harmful emission reduction; improved manufacturing profit margin; intelligent production planning and control; manufacturing agility; manufacturing productivity and efficiency; new employment opportunities; resource and energy efficiency; reduced manufacturing costs; safe and smart working environment; supply chain process integration; sustainable product development; sustainable value-creation networking
[82]	The transition from traditional manufacturing into Industry 4.0.	Lean digitalization strategies; IT governance strategy; cross-functional IT integration; assessment of human resource competencies; vertical IIoT strategies.
[83]	Industry 4.0 technology adoption among SMEs.	Internal I4.0 knowledge competencies; internal technological maturity and readiness; value chain readiness for I4.0; internal and managerial competencies; external support for I4.0 transformation
[84]	Industry 4.0 technologies to introduce sustainability into innovative practices.	Advanced manufacturing competency; green absorptive capacity development; green process innovation capacity; green product innovation capacity; interfunctional collaboration and learning; new product development competency; product life cycle management capability; sustainable innovation orientation development; sustainable partnership and collaboration; sustainable talent management; value chain integration
[85]	Lean and green for viable, sustainable, and digital supply chain performance	Sustainability improvement; digital SCM; key performance
[86]	Society 5.0 and Industry 5.0 organizations.	Balancing innovation and human well-being; human-centered design and personal autonomy; allocating responsibility and accountability; demoethical considerations in data and privacy; equity and social inclusion; sustainability and environmental responsibility
[87]	Development of a human-centric, sustainable, and resilient industry that supports the Industry 5.0 agenda.	Business risk monitoring and management; human centered technology development; circular smart products; operational and resource efficiency; process automation and integration; proactive environmentalism; real-time communication; supply chain antifragility capability; sustainable business model innovation.
[88]	Implementing a cyber–physical system (CPS) architecture in an SME	Data structure; service-oriented application; data source connection; user and control interfaces; services validation and integration
[89]	Digital transformation towards urban planning research.	Digital transformation; spatial planning; urban planning

presents the 15 roadmaps found in the literature, detailing the focus of each roadmap and its analyzed dimensions. The analyzed roadmaps cover a wide range of focuses, from the transition to Industry 4.0 to the integration of sustainable and human practices. This indicates that sustainable digital transformation in SMEs is a multifaceted area, addressing aspects such as innovation, efficiency, and environmental impact.

As stated in the exclusion criteria of the SLR, all roadmaps pertain to sustainable digital transformation and/or digital transformation in SMEs. However, some articles focus on digital transformation, while others focus on Industry 4.0. The main differences between DT and I4.0 are that digital transformation is broader and applicable to all areas of a company in any sector, while Industry 4.0 is specifically focused on the modernization of the manufacturing industry. Additionally, digital transformation aims for a comprehensive change in business models and operations in general, whereas Industry 4.0 concentrates on improving the efficiency and flexibility of production processes.

Industry 4.0 is the digital transformation of industrial value creation processes, involving the implementation of modern digital technologies and the development of complex design principles. Industry 4.0 digital transformation is a gradual process of providing value partners with new value creation and delivery methods concerning the entire product and service life cycle. This is why Industry 4.0 offers massive opportunities for sustainable manufacturing, given that they both concern the optimization of the entire product life cycle, value creation, and delivery channels [81].

After identifying the dimensions and objectives of each roadmap, an analysis was conducted to understand how these papers align with the context of this study. Specifically, it was identified whether the found roadmaps address aspects related to the TBL (economic, social, and environmental), whether the roadmap is specific to SMEs, and which principles of digital transformation (integration of digital technologies, customer focus, organizational culture, innovative business model, and people) they present.

Firstly,

Table 4. TBL aspects and focus on SMEs.

Paper	Economic	Environmental	Social	Focus on SMEs
[16]	No	No	No	Yes
[29]	No	No	No	Yes
[70]	No	No	No	Yes
[75]	Yes	No	Yes	No
[79]	No	No	No	Yes
[80]	Yes	Yes	Yes	Yes
[81]	Yes	Yes	Yes	No
[82]	Yes	Yes	Yes	No
[83]	No	No	No	Yes
[84]	Yes	Yes	Yes	No
[85]	Yes	Yes	No	No
[86]	No	No	Yes	No
[87]	No	No	Yes	No
[88]	No	No	No	Yes
[89]	Yes	Yes	Yes	No

shows which TBL aspects are addressed and whether the focus of the roadmap is on SMEs.

It is noted that some roadmaps [70,80,81,82,84] simultaneously address the economic, environmental, and social aspects. However, these roadmaps do not have a specific focus on SMEs, except article [80], which covers all these aspects and also focuses on SMEs. This fact highlights that although there is a broad concern for sustainability across various dimensions, the application specificity in SMEs is still limited.

Other articles indicate that sustainability is present in their roadmap but cover only one or two aspects of the TBL, such as [75,85,86,87].

On the other hand, some articles [16,29,70,79,83,88] are dedicated exclusively to SMEs but do not comprehensively address the economic, environmental, and social impacts. This may indicate a gap in the literature, where the integration of a holistic sustainability approach still needs to be further explored within the context of SMEs.

Figure 6 presents a graph showing the number of roadmaps that address each of these sustainability aspects and/or focus on SMEs.

The social aspect was the most frequently presented. This is because digital transformation often involves significant changes in the workforce, such as task automation, the need for new skills, and adaptation to new technologies. This has a direct impact on workers and society in general, making the social aspect a crucial consideration [87].

Table 5. Levels of DT principles.

Paper	Integration of Digital Technologies	Customer Focus	Organizational Culture	Innovative Business Models	People
[16]	H	M	L	M	L
[29]	H	L	H	L	H
[70]	M	M	L	M	M
[75]	H	H	H	M	H
[79]	H	L	M	H	M
[80]	H	M	L	M	L
[81]	H	H	L	H	L
[82]	H	H	M	M	H
[83]	H	M	H	H	H
[84]	H	M	M	H	M
[85]	H	M	B	M	L
[86]	H	L	M	L	H
[87]	H	H	L	H	H
[88]	M	L	H	M	H
[89]	H	L	L	M	H

shows the level at which the principles of digital transformation are addressed in each of the roadmaps. For each DT principle, the level of presence in the roadmaps is provided. The “basic (B)” level represents a specific principle presented at a very low level or where the information is not available. The “low (L)” level indicates that few characteristics of a specific principle are present within the roadmap structure and are implicitly stated. The “moderate (M)” level represents that some characteristics of a specific principle are present in the roadmap and are explicitly stated. The “high (H)” level indicates a strong incorporation of a specific principle in the roadmap structure. This level scale chosen for this analysis was based on the work of [90].

None of the studied roadmaps present all the principles of digital transformation at a high level. However, articles [75,83] cover these principles more broadly, with four principles at a high level and one principle at a moderate level.

The roadmap by Ghobakhloo et al. [83] aims to identify how SMEs can be empowered to pursue digitalization in the context of Industry 4.0. The roadmap was developed based on the results of a systematic literature review (SLR), which identified environmental, organizational, and technological determinants of Industry 4.0. This roadmap outlines five enabling conditions for SMEs to adopt Industry 4.0 technologies. First, internal Industry 4.0 knowledge competencies involve the development of multi-skilled talents and cross-functional training. Second, internal technological maturity and readiness focus on IT/OT standardization and cybersecurity. Third, value chain readiness emphasizes real-time communication and integration with partners. Fourth, internal and managerial competencies highlight the role of top management in resource commitment and in promoting a culture open to Industry 4.0 changes. Finally, external support from governments, academia, and technology vendors is crucial, with government policies being the most significant for facilitating SMEs’ digital transformation.

The article by Haryanti et al. [75] initially develops a maturity model (DX-SAMM) to guide organizations by providing a comprehensive roadmap for improving digital maturity. The roadmap covers seven dimensions: structure and organization, technology, strategy, customer, employee, culture, and transformation process. Using these dimensions, the companies’ maturity levels are assessed. A case study is conducted in two companies using this model, and the roadmap is developed to achieve a higher maturity level in each dimension.

Figure 7 presents a graph for a better visualization of how each of these principles is represented in the roadmaps from the literature.

“Integration of digital technologies” is the principle with the greatest coverage among the presented roadmaps (66.6%). The “people” principle appears strongly in eight articles, moderately in three, and at a low level in four. “Innovative business models” appears strongly in five articles, moderately in eight articles, and at a low level in two. The “customer focus” principle is presented at a high level in four articles, at a moderate level in six, and at a low level in five. “Organizational culture” is the least present principle, with the lowest focus among the presented roadmaps. Only four articles (26.6%) present this principle at a high level, six articles (40%) at a low level, and one article at a basic level, meaning it barely addresses aspects related to organizational culture.

In summary, articles [75,83] are the most comprehensive regarding digital transformation. However, article [83] does not address sustainability factors, while article [75] covers only the social and economic aspects and does not focus on SMEs. On the other hand, article [80] addresses all aspects of sustainability and focuses on SMEs, but it presents the principles of “organizational culture” and “people” at a low level and the principles of “customer focus” and “innovative business model” at a moderate level. Therefore, none of the articles in the literature provide a complete roadmap for sustainable digital transformation for SMEs.

To conclude, the presence of digital maturity in the roadmaps was analyzed, as diagnosing digital maturity is necessary when developing a digital transformation strategy [73]. Figure 8 presents the percentage of articles that discussed digital maturity, the percentage of articles that included digital maturity in their roadmap, and the percentage of articles that did not address the topic.

Of the fifteen articles analyzed, only three included digital maturity in their roadmap [75,83,88]. Ghobakhloo et al. [83] link digital maturity to the roadmap, emphasizing the need for SMEs to assess their current capabilities and readiness for digital transformation. This assessment guides their technology adoption decisions and strategic planning, ultimately facilitating a successful transition to Industry 4.0. Haryanti et al. [75] propose a roadmap where a maturity model is developed to enhance digital transformation in organizations. Piat et al. [88] integrate a maturity model into a framework for implementing a cyber–physical system (CPS) architecture in SMEs. Three articles briefly mentioned digital maturity [79,80,82] but did not delve deeper into the subject, while nine articles did not include digital maturity in their studies. Therefore, it is suggested that future roadmaps address digital maturity, as it is considered an important step for the successful implementation of digital transformation in SMEs, as noted by various authors [71,72,73].

4.3. Research Gaps and Directions for Future Research

The next analysis conducted, aiming to answer RQ4, was to identify the main gaps and opportunities in each studied roadmap.

Table 6. Gaps/future research suggestions.

Paper	Gaps/Future Research Suggestions
[16]	● The study was applied to a single company; more companies should be investigated.
	● Future research should evaluate the framework across different industries, regions, and sizes of SMEs.
	● The framework needs to be adjusted for application in both large companies and SMEs.
	● The proposed standardization system focuses only on interoperability, communication, and security.
	● Creating a complete I4.0 standards package may take up to ten years.
	● Future research should develop more comprehensive standardization systems.
	● There is a need for international studies to enable comparative analysis of cultural contexts.
[29]	● Addressing people’s skills with technologies needs to be included.
	● Emphasizing the long-term sustainability of digital transformation.
	● The roadmap could be more specific in tailoring its recommendations for different industrial sectors.
[70]	● Future developments of the research require defining more detailed metrics that SMEs should employ in evaluating such techniques.
[75]	● Provide practical implications for increasing maturity levels.
	● Ease the monitoring and evaluation of digital maturity in real time.
	● Incorporate sustainability aspects into the evaluation and advancement of digital maturity.
[79]	● Validate the research proposition by exploring multiple cases of companies undergoing digital transformation and using various analytical approaches.
	● Include different empirical sets in the study to enable comparative analysis and identify common and distinctive features.
	● Develop methodologies and tools for the dynamic measurement and forecasting of SMEs’ progress in digital transformation, such as an ad hoc dashboard or key performance indicators.
[82]	● Assess the business value of a lean-digitized manufacturing system in a larger research context.
	● Conduct comparative studies across different industries and regions to validate long-term competitiveness.
	● Investigate specific factors influencing the costs and challenges of system implementation.
	● Explore necessary adaptations for various organizational setups and company sizes.
	● Address the triple bottom line in the roadmap.
[80]	● Future research should test the generalizability and effectiveness of the roadmap.
	● The sample should be broadened, and DIHs should be clustered according to specific Industry 4.0 technologies and their environmental sustainability.
	● It would be beneficial to develop indicators for each function included in the roadmap.
	● Future research should encourage the use of the TIS approach to evaluate the role of intermediaries and stakeholders.
	● Provide information to policymakers at various levels.
[81]	● Study the manufacturing sustainability implications of Industry 4.0 from the perspective of digital technologies that enable manufacturers to handle unpredictable crises like COVID-19.
	● Provide more accessible insights to practitioners and policymakers by empirically exploring each micro-function identified within the Industry 4.0 sustainable manufacturing roadmap.
	● Explore how individual Industry 4.0 technologies, their integration quality, and synergies impact the sustainability outcomes of manufacturing digitalization under Industry 4.0.
[83]	● Identify the interactions and interrelationships among the determinants of Industry 4.0 adoption and explain how SMEs should prioritize them.
	● Investigate how SMEs can mobilize limited resources and form strategic partnerships to develop competencies vital for digitalization in the context of Industry 4.0.
	● Explain how governments can accelerate, simplify, and assist the transformation of SMEs to Industry 4.0 by identifying and addressing the specific needs of these companies.
[84]	● Measure how the implementation levels of Industry 4.0 technologies and the quality of functional principles development contribute to sustainable innovation capacity.
	● Study how technological, organizational, and environmental contexts at both micro (corporate) and macro (socioregional) levels influence the sustainability applications of Industry 4.0.
	● Adopt a systemic approach to understand legislative frameworks and support programs needed for managing and regulating Industry 4.0 technologies.
	● Empirically measure the business performance outcomes of Industry 4.0-enabled sustainable innovation practices, focusing on manufacturing, economic, environmental, and societal performance metrics.
[85]	● Study barriers and challenges of implementing digitalization, lean, green, or sustainability in SCM.
	● Investigate viewpoints of SC networks including suppliers, customers, and manufacturers.
	● Develop specific roadmap frameworks for each industry due to unique methodologies, purposes, and needs.
	● Study required skills in the digital era.
	● Provide stakeholders with an overview of the target skill market.
[86]	● Expand the literature review to include more diverse sources and approaches.
	● Test and adapt the demoethical model in various cultural and societal contexts.
	● Conduct empirical studies to support and refine the theoretical model.
	● Explore cross-cultural variations in demoethical norms.
	● Investigate practical applications of the demoethical model through case studies.
[87]	● Build on the present study as a steppingstone and integrate the sustainability functions of Industry 4.0 with other socio-political requirements to develop more comprehensive strategy roadmaps that inclusively address all sustainability priorities of Industry 5.0.
[88]	● The guideline was applied in a specific case, which limits the generalization of its benefits.
	● Company-specific and project-specific skills are key factors affecting progress and benefits.
	● Planned iterations may revise some services.
	● The guideline focuses on flexibility rather than robustness, unlike expert systems.
	● Future research should study the compatibility of the guideline with IoT tools, different industrial standards, and multi-agent systems.
[89]	● Conduct larger-scale studies to assess the business value of lean-digitized manufacturing systems across different industries and regions.
	● Incorporate empirical research to validate and refine the proposed demoethical model and its application.
	● Investigate the applicability of the model in various cultural and societal contexts to enhance generalizability.
	● Implement longitudinal research to observe the long-term impacts and benefits of lean-digitized manufacturing systems.

presents these gaps and suggestions for future research.

Overall, the first gap previously identified was the lack of a roadmap that addresses all digital transformation principles and all aspects of TBM and is focused on SMEs. A roadmap that encompasses all these requirements is essential for ensuring a balanced, practical, and effective transformation process that leads to sustainable growth and competitive advantage.

Another significant issue with many existing roadmaps is their lack of practical validation and broad applicability. Research often shows a need to test these roadmaps across different industries and company sizes. For instance, some roadmaps have only been applied in specific contexts or with a limited number of companies, which restricts their generalizability. Additionally, there is a strong need for empirical validation across diverse regions and company types. Future research should aim to include a broader array of contexts and sectors to better assess the effectiveness of these roadmaps.

Additionally, many roadmaps fall short of integrating sustainability aspects and measuring the real impact of digital transformation. There is often a call for more detailed strategies on how to practically incorporate sustainability and evaluate technologies based on their sustainable outcomes. Developing specific metrics and indicators to track the progress and impact of sustainable digital transformation efforts is also essential. Implementing methodologies and tools for ongoing monitoring and adjustment is crucial for SMEs to refine their strategies based on actual results.

Lastly, adapting and customizing roadmaps for different types of SMEs and their unique contexts is a significant gap. Many studies emphasize that roadmaps need to be more specific and adaptable to the individual needs of companies, considering their technological capabilities and resource constraints. Additionally, forming strategic partnerships and seeking external support, such as government assistance, is often highlighted as a key factor for the successful digital transformation of SMEs.

These gaps highlight critical areas for future research and development, aiming to create more effective and applicable roadmaps for sustainable digital transformation in SMEs. Based on the identified gaps, some research questions were developed that could benefit future studies on sustainable digital transformation in SMEs (Figure 9).

The research questions are organized into specific groups to provide a structured exploration of sustainable digital transformation in SMEs.

The Sustainable Digital Transformation Roadmap for SMEs group is presented in the green space, focusing on integrating digital transformation principles and the triple bottom line into tailored roadmaps to promote sustainable growth. The ‘Sustainability Integration’ group is in the yellow space, examining practical ways to embed sustainability, including metrics for measuring progress and tools for dynamic monitoring. The ‘Impact Measurement’ group occupies the purple space, addressing the long-term effects of digital transformation on sustainability performance and methods to quantify outcomes over time. The ‘Validation and Generalization’ group is located in the red space, exploring how to validate roadmaps across different industries and sizes of SMEs and empirical methods for testing them. The ‘Customization and Adaptation’ group is found in the brown space, considering how to tailor roadmaps to meet the unique needs of SMEs, factoring in technological capabilities and resource constraints while assessing the role of strategic partnerships and external support. Lastly, the ‘Strategic Partnerships and External Support’ group is situated in the blue space, focusing on identifying beneficial partnerships and optimizing government policies to facilitate digital transformation. This structure highlights the multifaceted nature of the topic and enables targeted research in each area.

By addressing these research questions, future studies can help bridge the existing gaps in the literature and provide SMEs with robust, adaptable, and sustainable digital transformation roadmaps.

5. Conclusions

This study aimed to analyze roadmaps for sustainable digital transformation (SDT) in small- and medium-sized enterprises (SMEs) and to identify how to develop a clear and effective roadmap in the future. To achieve this objective, a systematic literature review was conducted using the PRISMA and Methodi Ordinatio methodologies, resulting in a collection of 15 articles with scientific relevance. From this collection, it was possible to identify the existing roadmaps, thus fulfilling the study’s objective.

First, a bibliometric analysis of the articles was performed to understand the nationality of each study, the evolution of the number of publications per year, the main authors, and the key connections between keywords. These findings demonstrate that the final portfolio aligns with the research objective, confirming the effectiveness of the methodology used.

Next, a content analysis was conducted to address the research questions RQ1, RQ2, and RQ3, analyzing the focus of each roadmap and the dimensions they cover. The analysis revealed that, among the studied articles, eight (53.3%) presented at least one aspect of the triple bottom line (TBL), with the social aspect being the most frequently addressed. Seven articles (46.6%) specifically focused on SMEs, while the others centered on large companies or were presented generically. Regarding the principles of digital transformation, none of the studied roadmaps presented all the principles at a high level. “Integration of digital technologies” was the principle with the greatest coverage among the presented roadmaps (66.6%), while “organizational culture” was the least present.

Furthermore, it was observed that none of the articles in the literature offers a complete roadmap for sustainable digital transformation in SMEs. Therefore, it is suggested that future studies develop an SDT roadmap that addresses all the raised issues. It is important to note that only three articles included digital maturity in their roadmaps; future roadmaps are recommended to also consider digital maturity, as it is a crucial step for the successful implementation of digital transformation in SMEs.

The analysis aimed at answering RQ4 identified the main gaps and opportunities in each studied roadmap. Many lack practical validation and broad applicability, often being tested in limited contexts or with few companies, which restricts their generalizability. Future research should focus on developing detailed strategies to incorporate sustainability, creating specific metrics to monitor progress, and implementing continuous monitoring tools. Additionally, adapting roadmaps to the unique needs of different SMEs and seeking strategic partnerships or external support are crucial for the success of digital transformation. These insights highlight important areas for future investigation and development to enhance the applicability and effectiveness of roadmaps for SDT in SMEs.

Finally, 14 research questions were developed for future investigations. Addressing these questions may help fill existing gaps in the literature and provide SMEs with robust, adaptable, and sustainable digital transformation roadmaps.

The theoretical implications of the findings of this study are significant, as they reveal various gaps and opportunities for future academic work. This research identified the need for a more comprehensive roadmap that integrates digital transformation and sustainability, especially in the context of SMEs, which often face unique challenges. For researchers, these gaps can serve as a foundation for developing more robust theories that consider the intersection of these two fields. From a practical standpoint, SMEs will benefit from the future roadmaps developed from this study, as well-structured roadmaps are essential for facilitating the successful implementation of SDT. By focusing on not only digital technologies but also social and environmental dimensions, companies will be able to align their digital transformation initiatives with sustainability objectives, thereby promoting more responsible and sustainable growth in their organizations.