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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.

This paper is the first to use the individual level, longitudinal catch-up growth of boys and girls in a historical population to measure their relative deprivation. The data is drawn from two government schools, the Marcella Street Home (MSH) in Boston, MA (1889–1898), and the Ashford School of the West London School District (1908–1917). The paper provides an extensive discussion of the two schools including the characteristics of the children, their representativeness, selection bias and the conditions in each school. It also provides a methodological introduction to measuring children’s longitudinal catch-up growth. After analysing the catch-up growth of boys and girls in the schools, it finds that there were no substantial differences between the catch-up growth by gender. Thus, these data suggest that there were not major health disparities between boys and girls in late-nineteenth-century America and early-twentieth-century Britain.

Although it is acknowledged that entrepreneurial networks play a crucial role in fostering business model innovation (BMI) for start-ups, it is unclear how and when these networks affect BMI. This research developed a moderated mediation model to explore the impact of entrepreneurial networks on BMI in start-ups and examined the dual mediating effects of causation and effectuation, as well as the moderation of environmental dynamism.

The proposed framework was tested by hierarchical regression analyses and bootstrapping using samples of 248 start-ups in China.

The results showed that entrepreneurial networks significantly positively impacted start-up BMI. Causation and effectuation played dual mediating roles between entrepreneurial networks and BMI. Furthermore, the entrepreneurial networks-effectuation-BMI association was more substantial in highly dynamic environments, whereas the entrepreneurial networks-causation-BMI relationship was unaffected.

There are several theoretical contributions resulting from this research. The findings offer new insights for understanding the antecedents of start-up BMI from the network perspective. This research adds to the growing literature on resource orchestration (RO) by exploring the dual mediating influences of causation and effectuation in resource management. This investigation revealed the boundary condition between entrepreneurial networks and BMI by testing the moderating influence of environmental dynamism.

Start-ups must effectively use external resources embedded within networks to advance BMI. Start-up entrepreneurs should apply causation and effectuation to transform entrepreneurial network resources into BMI. Start-up entrepreneurs must dynamically manage resources in response to ever-changing environmental conditions. Resource acquisition and management of entrepreneurial networks can vary significantly in their influence on start-up BMI under different environmental contexts.

Unlike previous BMI research focused on internal organizational factors, this study highlighted the critical importance of entrepreneurial networks as a prerequisite for achieving start-up BMI, contributing to the literature on open innovation and resource-based view. Examining the dual mediating roles of causation and effectuation illustrated the bridging role of strategic decision-making logic in connecting resources to value creation, contributing to the developing RO literature. The moderating influence of environmental dynamism was explored, clarifying how start-up BMI benefits from entrepreneurial networks in differing situations. A framework for reconciling contradictory findings concerning the association between entrepreneurial networks and innovation is provided.

Managers must make numerous strategic decisions in order to initiate and implement a business model innovation (BMI). This paper examines how managers perceive the management team interacts when making BMI decisions. The paper also investigates how group biases and board members’ risk willingness affect this process.

Empirical data were collected through 26 in-depth interviews with German managing directors from 13 companies in four industries (mobility, manufacturing, healthcare and energy) to explore three research questions: (1) What group effects are prevalent in BMI group decision-making? (2) What are the key characteristics of BMI group decisions? And (3) what are the potential relationships between BMI group decision-making and managers' risk willingness? A thematic analysis based on Gioia's guidelines was conducted to identify themes in the comprehensive dataset.

First, the results show four typical group biases in BMI group decisions: Groupthink, social influence, hidden profile and group polarization. Findings show that the hidden profile paradigm and groupthink theory are essential in the context of BMI decisions. Second, we developed a BMI decision matrix, including the following key characteristics of BMI group decision-making managerial cohesion, conflict readiness and information- and emotion-based decision behavior. Third, in contrast to previous literature, we found that individual risk aversion can improve the quality of BMI decisions.

This paper provides managers with an opportunity to become aware of group biases that may impede their strategic BMI decisions. Specifically, it points out that managers should consider the key cognitive constraints due to their interactions when making BMI decisions. This work also highlights the importance of risk-averse decision-makers on boards.

This qualitative study contributes to the literature on decision-making by revealing key cognitive group biases in strategic decision-making. This study also enriches the behavioral science research stream of the BMI literature by attributing a critical influence on the quality of BMI decisions to managers' group interactions. In addition, this article provides new perspectives on managers' risk aversion in strategic decision-making.

Within the context of an open innovation business environment, the frequent interaction and coordination activities among heterogeneous partners have a significant impact on enterprises' business model. Nevertheless, fewer empirical research has been made to explore how to match external partners and update organizational dynamic capabilities at an ecosystem level. Therefore, this paper attempts not only to investigate the direct impact of partner match on different business model innovation (BMI) themes (efficiency-centered BMI and novelty-centered BMI) but only to shed light on the pivotal mediating role of interfirm dynamic capabilities.

This paper utilized the methodology of Partial Least Squares Structural Equation Modeling (PLS-SEM) to investigate the impact of diverse partner selection criteria and interfirm dynamic capabilities on two distinctive themes of BMI. More than 20 industry clusters with multiple industries were selected as representatives of the creative ecosystem, predominantly from the Yangtze River Delta region. Valid data were collected from 254 managers by both online questionnaires and offline interviews.

The findings of the study show that different partner match criteria have distinct direct impacts on BMI themes. Partner complementary and partner synergy, deriving from the “task-related criteria”, are significantly correlated with both EBMI and NBMI. Conversely, partner compatibility, deriving from “Partnering-related Criteria”, shows a positive correlation with EBMI but not NBMI. Furthermore, compare the indirect effect on EBMI, the paper’ results demonstrate interfirm dynamic capabilities as mediator can more maximize external benefits to promote NBMI.

The study findings effectively help enterprises implement different BMI themes. From a management perspective, whether pursuing EBMI or NBMI, enterprises should consciously seek partners who can provide complementary support or share mutual goals across diverse industries. This strategic approach can significantly enhance the opportunities for sustainable and innovative business development. Furthermore, to successfully accomplish NBMI, enterprises must cultivate interfirm dynamic capabilities encompassing a comprehensive range of cross-organizational innovation capacities, such as bolstering organizational learning capability, establishing interactive network platforms to enhance coordination capabilities and engaging in integrative activities to foster a collective mindset.

This paper contributes to the match theory by introducing three critical matching criteria, enabling enterprises to discern partners based on diverse organizational characteristics. Additionally, this paper broadens the scope of the dynamic capability literature by adopting a network perspective to strengthen interaction and relationship mechanisms. The authors primarily elucidate the concept of interfirm dynamic capabilities as a formative higher-order model formed by three sub-capabilities (absorptive capacity, coordination capability and collective mind). Finally, this paper combines matching theory with dynamic capacity theory to the field of BMI, which adds depth and complexity to the existing ecosystem innovation research.

This paper aims to explore the importance of knowledge-oriented leadership in the context of business model innovation (BMI) and open innovation. This study also seeks to explore the existence of a mediating effect of absorptive capacity.

Data were collected using a survey, from the information technology industry in India. The relationships proposed in the conceptual framework were tested with structural equation modeling (SEM) using Smart partial least squares (PLS) 3.

The findings highlight a positive influence of knowledge-oriented leadership on BMI and open innovation. Results also revealed that open innovation can facilitate BMI. Additionally, findings highlighted the mediating role of absorptive capacity in these relationships.

This study suggests that businesses should employ and value leaders who can create, transform, store and use knowledge resources. Companies that employ such leaders encourage the creation and exchange of new knowledge, which consequently would lead to the successful exploration of innovative approaches. A culture of open innovation would help managers break down barriers, overcome inertia and continuously test new business models to generate revenues, increase value, enhance organizational effectiveness and ultimately gain competitive advantage.

This study is one of the first to empirically contribute to the role of knowledge-oriented leadership and BMI from the perspective of open innovation.

The purpose of this paper is to create a model that connects drivers between organizational innovation and business model innovation (BMI) to guide empirical research and the design of innovation management strategies.

The model was designed based on the results of a systematic literature review over the past 25 years that provides common predictor variables to build bridges between these two types of innovations.

It is a conceptual relationship between organizational innovation and BMI based on processes, new structures and customer relationship management. Moreover, there are five bridges from common predictors: strategy, top management, exploratory learning, technological innovation and environmental complexity.

The relationships between organizational innovation and BMI have been neglected in the literature. The model fills this gap by proposing hypotheses for empirical research and critical variables and relationships to steer organizational and business model innovation.

The literature mainly concentrates on the relationships between externally oriented digital transformation (ExtDT), big data analytics capability (BDAC) and business model innovation (BMI) from an intra-organizational perspective. However, it is acknowledged that the external environment shapes the firm's strategy and affects innovation outcomes. Embracing an external environment perspective, the authors aim to fill this gap. The authors develop and test a moderated mediation model linking ExtDT to BMI. Drawing on the dynamic capabilities view, the authors' model posits that the effect of ExtDT on BMI is mediated by BDAC, while environmental hostility (EH) moderates these relationships.

The authors adopt a quantitative approach based on bootstrapped partial least square-path modeling (PLS-PM) to analyze a sample of 200 Italian data-driven SMEs.

The results highlight that ExtDT and BDAC positively affect BMI. The findings also indicate that ExtDT is an antecedent of BMI that is less disruptive than BDAC. The authors also obtain that ExtDT solely does not lead to BDAC. Interestingly, the effect of BDAC on BMI increases when EH moderates the relationship.

Analyzing the relationships between ExtDT, BDAC and BMI from an external environment perspective is an underexplored area of research. The authors contribute to this topic by evaluating how EH interacts with ExtDT and BDAC toward BMI.

While previous studies have investigated the factors influencing the internet adoption, the findings may not be transferable to explain blockchain technology adoption, despite its similarities to the internet. This study aims to address this gap by exploring the mediating effect of innovation culture and the moderating effect of innovation policies on business model innovation (BMI) outcomes in emerging economy firms. It investigates how these factors synergistically facilitate BMI, offering practical guidance for public authorities and managers to develop relevant policies and govern businesses effectively.

This study collected data from 287 valid responses among 948 listed companies on the Taiwan Stock Exchange using a structured questionnaire. This study used structural equation modeling and Process Model 5 to analyze direct and indirect effects, focusing on corporate key capabilities for BMI while exploring the combined impact of innovation culture and policies.

The study revealed that innovation culture and innovation policies synergistically facilitate BMI, accelerating firms’ progress toward BMI in the emerging economy context. These outcomes offer valuable guidance for public authorities and company managers in formulating relevant policies and managing businesses effectively.

This study contributes to the literature by uniquely exploring the combined influence of innovation culture and policies on BMI in emerging economy firms, shedding light on their compounding effect and offering practical implications for policy-making and business management.

The main purpose of this study is to investigate the role of Industry 4.0 capability (I4.0 C) in creating a supportive environment for business model innovation by focussing on the mediating role of knowledge management capability (KMC) and the moderating effect of market uncertainty.

This paper uses interviews with managers and academics. Data were collected from 379 managers; CFA and finally regression analysis were performed, and the program “PROCESS” software was used to validate the data and examine the hypothesized relationships.

KMC mediates the relationship between Industry 4.0 capability and business model innovation. The effect of Industry 4.0 capability on KMC is stronger for firms with increased market uncertainty. In contrast, the impact of KMC on business model innovation is weaker for firms operating in highly-uncertain markets.

Data were collected at only one point in time from one country, Greece. This might pose limitations on the generalizability of our results. Future research should test the relationships examined in this study in other international contexts.

Managers should invest in more advanced technology in order to obtain knowledge and capability. In addition, they need to pay more attention to how their firms' knowledge derived from Industry 4.0 contributes to business model innovation.

The current state of knowledge of both theory and practise for critical organizational factors such as Industry 4.0 capability, KMC, business model innovation and market uncertainty will be extended.