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The Fourth Industrial Revolution (4IR) and its associated technologies are revolutionising socio-economic sectors, including agriculture. This article explores the impact of digitalisation on African food systems. The article uses secondary and primary sources in academic and grey formats to examine how digital tools can shape agriculture and create new opportunities for developing Africa's food system. It identifies digital tools usable across the food system chain and explores their potential impact on food production, processing, storage, marketing, transportation, and consumption. The article also examines the challenges to transforming the digital food system in Africa. The article shows that while digital technology has the potential to increase food production, reduce food waste, and improve food marketing and distribution, several economic, political, and social challenges exist that frustrate digital uptake. It argues that African governments should enhance the capacity of actors in the food systems chain to adopt digital tools. This can be achieved through adopting relevant policies and rolling out digital infrastructure to enable actors to access it in their areas of operation.

Objective: This study aims to develop a comprehensive framework to support the internationalization of Iranian manufacturing small and medium enterprises (SMEs) during financial crises, addressing challenges posed by economic sanctions, currency devaluation, and global disruptions such as the COVID-19. Methods: A qualitative methodology was utilized, employing thematic analysis of data collected through 20 semi-structured interviews with managers from SMEs in the automotive parts, food, industrial machinery, plastics, and pharmaceutical sectors. Data were analyzed using MAXQDA software, applying open, axial, and selective coding to identify key themes. Validity was ensured through data triangulation, inter-coder reliability (Cohen’s kappa = 0.82), and participant verification of transcripts. Results: The analysis identified key drivers, including currency devaluation (85%), domestic market stagnation (75%), and opportunities in neighboring markets (95%). Major challenges included foreign currency payment difficulties (85%), logistical barriers (80%), and lack of awareness of international regulations (60%). Strategies encompassed flexible currency contracts (90%), barter trade (60%), cryptocurrencies (25%), and export-oriented technological advancements (55%). Market entry pathways, consistent with the Uppsala model, included commercial networks (95%), local agents (95%), and international exhibitions (45%). Outcomes comprised sustainable growth (85%), entry into new markets (75%), and job retention (60%). The proposed Structural Interpretive Model (SIM) integrates the Uppsala model, network theory, and risk management principles. Conclusions: The SIM offers a practical framework for Iranian SMEs, validated through theoretical and practical triangulation, with potential applicability to other sanctioned economies. Recommendations include implementing training programs, enhancing government support, and investing in digital infrastructure to strengthen SME resilience and global competitiveness.