Abstract
Digital transformation is a challenge that many SMEs find difficult to embrace. This difficulty is not due to a lack of will or resources but to the lack of the right strategies for the specific type of organization. It is a common and accepted opinion that many of the digital transformation projects fail or do not achieve the proposed objectives because of the chosen strategy. Digital transformation cannot be seen as a mere evolution of technologies but as a need to shape the entire business of the organization. The increase in e-commerce has forced SMEs to embark on this disruptive process based on globalization and digital business. In this work, we seek to understand which kind of strategy an SME in the retail industry should follow for a correct transformation of its business model. In this work, is proposed a conceptual model for the digital transformation of retail SMEs and explained how to create a prototype script to support the choice of the best digital strategy for retail SMEs. To prove the validity of the prototype, it has been applied in a practical case of a business process in a retail SME. © 2022 Elsevier B.V.. All rights reserved.

Abstract
Business Continuity Management (BCM) encompasses effective planning to respond to business interruptions and relaunch business in the short term. This study follows the Design Science Research methodology and proposes a framework to systematise Business Continuity Management and streamline the Business Continuity Plan (BCP) design and implementation. The framework defines metrics providing strategical guidance and assessment of the Business Continuity Management initiatives. The framework provides a Business Continuity Management Model, an Implementation Guide, a Self-Assessment System, and a Measurement System. The model was developed based on a systematic literature review and guidelines from Business Continuity Management frameworks and standards. In the first iteration, we demonstrated and evaluated the framework through a Focus Group with experts in Business Continuity Management. In the second iteration, it was used and evaluated by professionals with responsibilities in Business Continuity Plan implementation, representing various business sectors. As a result, the framework is useful and complete, effective and enhances governance and is scalable and adaptable to organisations. This study concludes that the framework adds value to Business Continuity Management monitoring, gaps identification, and practitioner's guidance on what needs to be planned, done, checked and acted to manage continuity.

Abstract
With the significant increase of technology-based newer competitors and the digital economy reshaping the global economic environment, it is undoubtful that the market is becoming aggressively more demanding for small and medium enterprises, which is a strong driver of their need to adopt new digital technologies and transform their businesses. Events such as the COVID-19 pandemic have accelerated the online engagement of consumers, and that also means that digital transformation might not only be about the digitalisation of internal processes and reshaping of business models but as well, and not least relevant, the Strategies used by SMEs to position themselves in the market and maximise the value of digital marketing to regain competitiveness and reposition their products.

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Abstract
Defining an appropriate cybersecurity incident response model is a critical challenge that all companies face on a daily basis.However, there is not always an adequate answer. This is due to the lack of predictive models based on data (evidence). There is a significant investment in research to identify the main factors that can cause such incidents, always trying to have the most appropriate response and, consequently, enhancing response capacity and success. At the same time, several different methodologies assess the risk management and maturity level of organizations.There is, however, a gap in determining an organization's degree of proactive responsiveness to successfully adopt cybersecurity and an even more significant gap in assessing it from a risk management perspective. This paper proposes a model to evaluate this capacity, a model that intends to evaluate the methodological aspects of an organization and indicates the apparent gaps that can negatively impact the future of the organization in the management of cybersecurity incidents and presents a model that intends to be proactive.

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