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Although open innovation (OI) has been characterized as one key driver for business model innovation (BMI), the literature lacks an in-depth understanding of how OI influences the business models (BM) of new ventures. However, such an understanding is crucial for improving the value creation and value capture for technological innovations in inbound OI settings. Based upon a unique dataset of 19 new ventures from 7 countries, which participated in Europe’s largest OI platform, this study finds that OI leads to an expansion in the customer segment, a greater focus in the value proposition, a shorter (but deeper) value chain, and challenges to the revenue model. The paper highlights important theoretical contributions for the BMI and OI literature, and derives tangible managerial guidance for entering OI partnerships.

[EN] Review articles or literature reviews are a critical part of scientific research. While numerous guides on literature reviews exist, these are often limited to the philosophy of review procedures, protocols, and nomenclatures, triggering non-parsimonious reporting and confusion due to overlapping similarities. To address the aforementioned limitations, we adopt a pragmatic approach to demystify and shape the academic practice of conducting literature reviews. We concentrate on the types, focuses, considerations, methods, and contributions of literature reviews as independent, standalone studies. As such, our article serves as an overview that scholars can rely upon to navigate the fundamental elements of literature reviews as standalone and independent studies, without getting entangled in the complexities of review procedures, protocols, and nomenclatures., Open access funding provided by Libera Universita di Bolzano within the CRUI-CARE Agreement.

Dynamic capabilities have typically been conceptualized as sensing, seizing, and transforming. This article explores the interplay of these procedural dimensions employing a longitudinal case study of Axel Springer, a leading media corporation that has exercised dynamic capabilities to convert from a print publisher to an internet company. Insightful evidence is produced from interviews with current and former top managers. The case study shows iterations, overlaps, and interconnections between sensing, seizing, and transforming. Sensing-by-seizing is introduced as a dynamic capability to seize concrete opportunities while concurrently sensing them. A conceptual model furnishes implications and recommendations for managerial decision-making.