Decoding the significant role of social context in SMEs’ implementation of management innovation during the digital revolution

In this research, we explore the implementation phase of adopted management innovation (MI) in small and medium-sized enterprises (SMEs) during the digital revolution. Our study thus extends the theorization of the implementation phase of MI by developing a conceptual framework that provides a more detailed understanding of the role and influence of social context during MI implementation. We also contribute to a recent debate in the literature on the impact of context on the MI implementation process while providing a complementary refinement of the referent MI models. Specifically, our findings suggest that during the digital revolution in SMEs, the organizational context, via the social context, can play a significant role in the implementation phase of an MI; moreover, some nonmanagerial actors can play an important role due to their central position in a social system. Our study also extends actor-network theory (ANT) and proxemic law research. That is, we argue that in addition to representativeness and legitimacy, centrality is an important spokesperson characteristic. Finally, we show how central actors can influence the positioning of the metaphorical wall separating favorable and unfavorable attitudes, which allows them to form decisive coalitions for the outcome of an MI process.