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The purpose of this paper is to highlight different strategy–business model (BM) alignments using Miles and Snow’s strategic framework and analyze the performance implications of these different alignments.

The paper develops a composite conceptual model combining Miles and Snow’s strategy typology with Demil and Lecocq’s BM framework to explore the performance implications of strategy–BM fit. This model is empirically examined using a sample of 156 French small- and medium-sized enterprises (SMEs) in the manufacturing sector.

The results first highlight a limited set of BM configurations across strategic profiles, confirming that a BM reflects a firm’s strategy as a means of realizing strategic choices. Second, they reveal that deviating from ideal strategy–BM alignments negatively affects performance. Finally, they shed light on the dynamics of Miles and Snow’s typology, from intended to implemented strategy.

The intrinsic characteristics of surveyed SMEs led to the hybridization of empirically derived profiles, which allowed to partially associate them with theoretically predicted configurations of BMs.

The paper suggests the patterns of predictive strategy–BM alignment that allow managers and entrepreneurs to monitor the dynamic consistency between strategic choices and their implementation.

Do you need a strategy if you have a BM? Adopting a fit and performance perspective, this paper addresses this question and complements other studies emphasizing the need to connect strategies and BMs.

By drawing on various theoretical approaches and a gender perspective, this paper aims to examine business model (BM) experimentation as a step towards BM experimentation capabilities as an outcome and, as such, a key antecedent to firm performance.

In this paper, using a unique data set of 444 European small and medium-sized enterprises (SMEs), the authors draw on various theoretical perspectives to devise a structural equation model that examines BM experimentation as a step towards business model innovation (BMI) as an outcome and, as such, a key antecedent to firm performance. Potential differences are examined between female-owned and non-female-owned businesses with regard to hypothesized relations.

Multi-group analysis results reveal that drivers of BM experimentation and the paths linking BM experimentation to overall firm performance are different for female owners in comparison to male owners.

Theoretical and practical implications are various. For SME entrepreneurs, experimenting with their BMs does lead to improved performance.

Theoretical and practical implications are various. For SME entrepreneurs, experimenting with their BMs does lead to improved performance.

Despite the increasing number of papers focussing on the relationship between BM and firm performance, the focus on female entrepreneurship, gender differences and BMI, more specifically the process of BMI as BM experimentation, is relatively rare.

This paper offers an approach for outlining the main dimensions surrounding clusters in three areas of knowledge: economic geography, strategic management and operations management, the first being considered its natural field of knowledge.

The work was developed using the citation analysis technique as applied to a database of 627 articles and 22,980 citations, taken from 15 important journals in the areas selected.

The results proved that the theoretical and conceptual bases are unique to each of the areas studied and that they have few topics in common between them. They are complementary, however, and this facilitates their reconciliation.

The sample base, despite considering fairly influential periodicals in the areas of knowledge selected, can be considered to be a limitation.

Common themes and different areas of knowledge surrounding the cluster concept were identified; despite being considered “common”, a more detailed examination of their content reveals very different, but certainly complementary emphases, which makes it possible to reconcile the areas of knowledge.

This study aims to examine the process of frugal innovation (FI) in micro- and small-enterprises (MSEs) at the base of the pyramid (BOP) through the analytical lens of business models.

A case study was conducted with 30 MSEs from three different industries in a very poor region in Brazil.

The findings indicate that, in cases where FI is intense and dynamic, the start of the FI process is based on the reinterpretation of fashion trends and influences from the business ecosystem while the consolidation of FI in MSEs occurs through the reconfiguration of resources. Additionally, this study shows that FI depends on conditions other than the production of frugal products for BOP consumers.

This study points out that the presence of end-of-life non-BOP raw materials distributed by large distributors in the case of fashion products, along with the interaction between MSEs at the BOP and these distributors, trigger FI and are profitable for both. For non-fashion products with long life cycles, there is no demand for innovation.

This study addresses the research void present in the literature on FI by presenting the process of FI and the conditions that leverage or stagnate FI in MSEs at the BOP, as well as how business models are shaped by these conditions.