Abstract:

Purpose:
Small and Medium-Sized Enterprises (SMEs) are a critical pillar of the European economy, contributing to employment and regional development. However, many SMEs face heightened risks of failure linked to limited financial resources, labour market pressures, and significant knowledge loss. Developing strong managerial competencies has emerged as a key strategy for improving organisational performance and long-term sustainability. The COVID-19 pandemic accelerated the shift from traditional training to online learning, yet limited research has examined how digital learning environments can support the development of managerial capabilities within SMEs. This study aims to address this gap by exploring how online learning can enhance knowledge acquisition, retention, and sharing within management teams in technology-based SMEs in Europe.

Research Question:
How can digital learning environments support the development of managerial capabilities within SMEs?

Methodology:
A scoping literature review supports the research study, as it is increasingly recognised as one of the most valuable approaches for broad, evolving, interdisciplinary, or under-mapped research areas. The scoping review provides a comprehensive overview of what is known, what is emerging, and what remains unclear about the digitalisation process and its impact on SMEs. Furthermore, the analysis draws on knowledge management theory and competency development frameworks to examine how online learning tools and practices shape managerial capability building in SMEs. The findings informed the development of a conceptual framework outlining the mechanisms necessary for enhancing entrepreneurs’ knowledge management capabilities through online learning.

Results:
The study’s preliminary results identify critical enablers and barriers influencing the integration of online learning into SME managerial development. Findings show that digital learning can facilitate more effective knowledge acquisition, improve knowledge retention practices, and support structured knowledge sharing across teams. However, the effectiveness of online learning depends on organisational culture, digital readiness, and the alignment of learning goals with managerial tasks. The conceptual framework developed in this study highlights the pathways by which SMEs can leverage online learning to build robust knowledge management capabilities.

Implications:
This research offers practical guidance for SMEs seeking to enhance managerial competencies through digital learning strategies. It also contributes to academic literature by addressing a documented post-pandemic research gap concerning online learning and SME capability development. The proposed framework has implications for policy, training providers, and educators designing digital interventions to support SME resilience, performance, and sustainable growth.

Keywords:

Digital learning, education, development.