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This empirical paper investigates how entrepreneurial firms change their business models in the context of internationalization by identifying different forms of business model innovation (BMI) and exploring the interrelationship between BMI and internationalization.

Based on the dynamic states approach of entrepreneurship (Levie and Lichtenstein, 2010), this paper analyses primary and secondary data from nine European firms following a multiple case study approach.

This paper presents four patterns of radical change and eight types of incremental adaption with-in business models in the context of internationalization. We describe these BMI patterns and types, and we also show how they contribute to increasing involvement in international business activities and the internationalization-related triggers that might cause them.

This paper contributes to a better understanding of the BMI process in the course of internationalization. It also highlights the complex interrelationship between BMI and internationalization by building on a progressive theoretical approach.

The COVID-19 pandemic has showcased the lack of resilience found in the global value chains (GVCs) of multinational enterprises (MNEs). Existing evidence shows that MNEs have only recently and slowly started recovering and attempting to rebuild the resilience of their GVCs. This paper analyzes the challenges/inhibitors faced by MNEs in building their resilience through their GVCs.

A four-stage hybrid model was used to identify the interrelationship among the identified inhibitors and to distinguish the most critical ones by ranking them. In the first stage, we employed a modified total interpretive structural modeling (m-TISM) approach to determine the inter-relationship among the inhibitors. Additionally, we identified the inhibitors' driving power and dependency by performing a matrix multiplication applied to classification (MICMAC) analysis. In the second stage, we employed the Pythagorean fuzzy analytic hierarchy process (PF-AHP) method to determine the weight of the criteria. The next stage followed, in which we used the Pythagorean fuzzy combined compromise solution (PF-CoCoSo) method to rank the inhibitors. Finally, we performed a sensitivity analysis to determine the robustness of the framework we had built based on the criteria and inhibitors.

We find business sustainability to have the highest importance and managerial governance as the most critical inhibitor hindering the path to resilience. Based on these insights, we derive four research propositions aimed at strengthening the resilience of such GVCs, followed by their implications for theory and practice.

Our findings contribute to the extant literature by uncovering key inhibitors that act as barriers to MNEs. We link out our findings with a number of propositions that we derive, which may be considered for implementation by MNEs and could help them endow their GVCs with resilience.

Organizations deal with digital technologies to achieve their strategic goals. The shift toward digitization is a major challenge because it requires companies to create a digital outlook that influences organizational design. As a result, investigation of institutional theory and entrepreneurial orientation theory in the European food industry has become the focus of research in recent times.

To this end, data were collected from 83 companies related to the food industry in the European context. By applying a hybrid phase of the partial least squares structural equation modeling (PLS-SEM) and artificial neural network (ANN) methods, this study captured the causal–non-linear relationships among the study constructs.

The findings revealed that the variables of institutional theory and entrepreneurial orientation theory affect the adoption of the digital strategy. There is also a dual interaction role for e-business capabilities and digital transformation. The results of non-linear relationships confirmed that digital strategy adoption is highly influenced by digital transformation, followed by risk-taking, digital leadership, e-business capabilities, organizational agility, proactiveness and innovativeness.

The authors provided significant implications for practitioners and academics about the most influential determinants of digital strategy – businesses must move swiftly toward digitization across its various units to achieve their objectives. An organization’s leadership must realize that equipping the employees with necessary skills is the first step toward digitalization.

The current study underscores the digital strategy, which is usually an overlooked area of investigation, in the food industry. The study identifies some important predictors of digital strategy adoption with the interaction’s role of digital transformation and e-business capabilities. Such relationships have been rarely discussed. In addition, the adoption of a hybrid SEM-AAN approach makes the study an original one.