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The digital transformation of family-owned small businesses (F-OSBs) has become a critical area of research to maintain their economic contribution in today’s rapidly evolving digital landscape. This study examines the effect of internet entrepreneurial self-efficacy on the digital transformation of F-OSBs by mediating strategic agility and moderating artificial intelligence usage.

This study employed a cross-sectional survey design to collect primary data from 378 descendent entrepreneurs of F-OSBs in Pakistan’s five major cities.

The study revealed that leadership ability, internet marketing, technology utilization, and artificial intelligence used by the F-OSBs can contribute to their digital transformation, but e-commerce ability does not. The strategic agility of the descendant entrepreneur enhances the abilities of e-commerce, leadership, and technology utilization, leading to the digital transformation of F-OSB. However, strategic agility reduces the role of Internet marketing in digital transformation. Artificial intelligence usage moderates leadership’s ability to improve strategic agility but increases technology utilization for strategic agility and digital transformation of F-OSB.

The digital transformation through a combination of strategic agility and artificial intelligence can increase the F-OSBs' proactive approach to respond to changing market conditions even during economic recessions like COVID-19.

This study broadens the existing literature by examining the effect of descendent entrepreneur’s internet entrepreneurial self-efficacy, strategic agility, artificial intelligence usage, and their interplay on the digital transformation of F-OSB through the unified theory of acceptance and the use of technology.

This paper identifies the motivations for small- and medium-sized enterprises (SMEs) when they undertake greenfield foreign direct investment (FDI) into an emerging market. It elucidates the factors that influence SMEs to choose a fully equity-based investment despite the significant risks and commitments involved with greenfield FDI.

This exploratory study uses case study research based on interviews conducted with managers and founders of 16 German SMEs that have established greenfield operations in Malaysia.

Building upon the transaction cost theory, five major motivations are identified that drive greenfield choice among the SMEs. The results imply that SME motivation for greenfield is derived from a combination of strategic asset-seeking determinants and culturally driven reactions to external and behavioral uncertainty. The results also ascertain that these motivations have less to do with the size and revenue of the firm, but hinge on the SMEs’ inner antecedents such as asset specificity, international experience, proprietary knowledge and ownership mode.

The findings clarify the literature on equity-based entry mode for SMEs in emerging economies, enabling a closer understanding of the organizational and dynamic experiences and an overview of the auxiliary competencies these companies have to compete in the global market. The conceptual insights and empirical evidence derived from this study contribute to the intellectual discourse and managerial implications in the field of internationalization strategies of SMEs, particularly from developed countries into emerging markets via greenfield FDI.

The purpose of this paper is to investigate the relationship of leadership styles (paternalistic, authentic and democratic) with relationship-based employee governance and open service innovation.

Data were collected using a structured questionnaire from 422 medical professionals working in the Malaysian healthcare sector.

Results of several statistical analyses showed that the three leadership styles positively influence relationship-based employee governance and open service innovation. Results also confirmed the mediating role of relationship-based employee governance in the relationships between the three leadership styles and open service innovation.

This research used a cross-sectional study design; use of a longitudinal research design in future research can provide a better interpretation of the underlying causality. A policy insight can be drawn from this research to generate awareness about effective leadership styles and the role of relationship-based employee governance in the successful implementation of open service innovation in the Malaysian healthcare sector.

This paper contributes to leadership, open innovation, and organizational governance literature by highlighting how leadership styles affect relationship-based employee governance and open innovation. It also offers policy insights to practitioners in the Malaysian healthcare sector on how to enhance open service innovation outcomes.