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Circular business models in manufacturing, especially in the recycling industry, face many barriers that need to be managed and mitigated for successful business implementation. Therefore, this study aims to analyse the hierarchy of the main barriers to the implementation of circular business models in the recycling industry and evaluate strategies to overcome them. To achieve this goal, we first conducted a systematic literature review on barriers to implementing circular business models. Second, barriers were prioritized through a survey followed by an expert focus group. Building on these steps, we used interpretive structural modeling combined with a 'matrix of cross-impact multiplications applied to classification' to identify the hierarchy among barriers and describe their interdependencies. As key findings, 10 barriers were prioritized through a survey to identify the most important barriers for the recycling industry. The hierarchy of these barriers highlights regulation and government incentives as the most important, followed by those related to supply chain collaboration and lack of material flow indicators. Finally, internal barriers appear as high investments and associated risks. Finally, we suggest strategies to overcome these barriers based on their hierarchy. The implications of this study provide a proposal of strategies for implementing circular business models in the recycling industry, derived from the hierarchical correlation among the barriers, and can be applied in different regions through expert opinion assessment. [ABSTRACT FROM AUTHOR]

Data-driven technologies in smart buildings offer significant opportunities to enhance energy efficiency, sustainability, and occupant comfort. However, the existing literature often lacks a holistic examination of the technological advancements, adoption barriers, and business models necessary to realize these benefits. To address this gap, this scoping review synthesizes current research on these technologies, identifies factors influencing their adoption, and examines supporting business models. Inspired by the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines, a structured search of the literature across four major databases yielded 112 relevant studies. The key technologies identified included big data analytics, Artificial Intelligence, Machine Learning, the Internet of Things, Wireless Sensor Networks, Edge and Cloud Computing, Blockchain, Digital Twins, and Geographic Information Systems. Energy optimization is further achieved through integrating renewable energy resources and advanced energy management systems, such as Home Energy Management Systems and Building Energy Management Systems. Factors influencing adoption are categorized into social influences, individual perceptions, cost considerations, security and privacy concerns, and data quality issues. The analysis of business models emphasizes the need to align technological innovations with market needs, focusing on value propositions like cost savings and efficiency improvements. Despite the benefits, challenges such as high initial costs, technical complexities, security risks, and user acceptance hinder their widespread adoption. This review highlights the importance of addressing these challenges through the development of cost-effective, interoperable, secure, and user-centric solutions, offering a roadmap for future research and industry applications. [ABSTRACT FROM AUTHOR]

Hydrogen has emerged as a potential enabler for reducing emissions in the transport sector. To fully harness its potential, stakeholders must adapt their business models to accommodate future business conditions. In our study, we focused on the Swedish road transportation sector and analyzed potential future conditions that will likely impact business models up to 2045. We outlined existing business models for hydrogen producers and hydrogen refueling station owners using the Business Model Canvas as an analytical framework. By considering policy documents, hydrogen roadmaps, scenario reports, and insights from interviews and workshops with industry experts, we identified key future business conditions. These conditions were categorized into four themes: 'Net-Zero CO 2 ', 'Mature Market', 'Electricity Price Volatility', and 'Heavy-Duty & Long-Haul'. Finally, we applied these conditions to today's business models to propose how future business models for 2045 might evolve. The main differences identified between the current and the future business models were the reduced complexity of the future business model and the opportunity to emphasize additional value offerings to fossil-free hydrogen, since the fossil-free value will be less unique in a future where fossil-free is the norm. Business Model Canvas for a hydrogen producer 2045. Items listed in a parenthesis are depending on the availability of a gas transmission pipeline and on the capacity of the electricity grid capacity. [Display omitted] • Identification of business conditions in 2045 for hydrogen in road transportation. • Analysis of impact on the business models employed by Swedish hydrogen actors today. • Development of 2045 business models for hydrogen in road transportation. • A new competitive edge for hydrogen is needed in 2045 to compete with other fuels. • The future business model will be simplified, as a result of a mature market in 2045. [ABSTRACT FROM AUTHOR]

Third-party logistics (TPL) providers have shown positive impacts on supporting large construction projects. Nevertheless, their role in smaller construction still requires further clarification. Small contractors, facing logistics challenges in material supply, are frequently underrepresented in research. We propose a TPL model designed as an intermediary between suppliers and small contractors for consolidating materials. In the initial phase, TPL's business model should be developed for its business foundation. Therefore, this study aims to develop TPLS's conceptual business model that addresses Indonesian small contractors. Three interview themes were employed in this research, involving three distinct groups of small contractors to explore their capacities within construction work, their assessments of specific materials, and their logistical practices. Based on the nine blocks of the Business Model Canvas (BMC), this study found that TPL can ensure material supplies for small construction projects by coordinating sourcing, providing temporary storage, and delivering materials through building strategic partnerships with material suppliers, transportation service providers, and warehousing facility providers. Furthermore, TPL's conceptual business model allows small contractors to gain better access to material supply while providing suppliers with certainty of material purchasing demand. Nonetheless, achieving successful TPL implementation requires dedication from every stakeholder in their assigned roles. [ABSTRACT FROM AUTHOR]

While inter-organisational systems (IOS) can significantly impact firm performance within supply chains, the influence of IOS integration on business model innovation (BMI) remains unclear. This paper aims to investigate how industry/political environmental uncertainty (IEU/PEU) moderates the relationship between IOS integration and two types of BMI, namely, novelty-centred BMI (NBMI) and efficiency-centred BMI (EBMI) using an organisational information processing perspective. We collected 184 matched-pair questionnaires from operations and IT executives of Chinese firms located in the Yangtze River Delta region. The results confirm a positive effect of IOS integration on both NBMI and EBMI. Furthermore, IEU positively moderates the relationship between IOS integration and NBMI/EBMI. PEU negatively moderates the effect of IOS integration on EBMI but insignificantly moderates the relationship between IOS integration and NBMI. Finally, this study provides theoretical and practical implications. [ABSTRACT FROM AUTHOR]

Interest in North American soccer is re-emerging following the multiple announcements that major club (e.g., 2025 FIFA Club World Cup) and international tournaments (e.g 2026 FIFA World Cup) will be held on the continent in the coming years. However, there is a dearth of evidence on talent identification and development originating from this part of the world. The top-tier domestic league in the United States and Canada, Major League Soccer, operates as a single-entity business model and its clubs have gradually expanded their organizational structures, assembling youth academies and reserves teams, to help streamline a talent pathway into their first teams. The overall growth in Major League Soccer has ultimately created greater opportunities for homegrown domestic talents in North America, particularly the US. The present commentary highlights the evolution of the talent pathway within Major League Soccer, particularly during the better part of the previous two decades. [ABSTRACT FROM AUTHOR]

Platform technologies provide cost-effective models of exchange, use a huge amount of data to suggest different products for customers and create a scalable space for the unprivileged and underserved entities to do business online. Yet the unlimited opportunities created by platform technologies can collapse into different forms of institutional voids and socio-economic inequalities. This editorial discusses the unique benefits of platform technology and ICTs for business development and explore emergent knowledge of consumers as an opportunity to shape the design, implementation, use and evaluation of platform-based business models that can address institutional voids and be trusted for development. Taking inspiration from emergent knowledge and articles published on the potential of platform technology and ICT infrastructures for development in this Special Section, we advance Ciborra's original conceptualization of platform as a unique organizing technology to innovate organizations by arguing that platform-based business models can be positively leveraged to mitigate institutional voids in marginalized communities. This offers an insightful contribution for researchers, practitioners and policymakers to empower consumer participation in the design of platform-based business models to maximize the full and equitable potential of technology platforms and ICTs for business and socio-economic development. [ABSTRACT FROM AUTHOR]

Based on a review and synthesis of literature on Hybrid Business Models (HBMs) and the sharing economy (SE), this study advances a conceptual framework for HBMs in the context of the SE. The study sheds light on key research themes within the domain of HBMs, encompassing value proposition, governance and coordination, resource allocation, sustainability, reputation building, communication channels, and key sharing ecosystem partners. These models integrate elements such as access, platform, and the community-based economy, which are crucial for SE dynamics. This integration represents the best of both approaches, creating a balanced strategy and strengthening overall business operations The managerial implications, including the need for managers to leverage information technology for developments, are identified and outlined. [ABSTRACT FROM AUTHOR]

Focusing on intermediation in cultural production in a digital ecology consisting of multiple platforms mediating simultaneously converging and diverging industries, this study critically engages with the thesis that platforms act primarily as a disintermediation vector in a linear value chain within a single industry. With two empirical cases of intermediation in the emerging virtual celebrity sector – one organizing the recursive loop of prosumption, the other articulating authenticity against technological standardization and overproduction, the study shifts the focus away from questions of labor and agency of individual creators and unpacks the conditions of intermediation in the context of new industrial models of value creation, commodification, and division of labor. The empirical cases demonstrate that the implications of platforms for digital cultural production are paradoxical – while their business models lead to a centralized process of value capture, their flexible organizational forms may afford new distributed patterns of value creation. [ABSTRACT FROM AUTHOR]

The role of Microfinance institutions (MFIs) in driving financial inclusion is contested. We argue that the ability of MFIs to consistently contribute to financial inclusion depends on their business model and its resilience to structural changes. We find that MFIs with an embedded business model (i.e., deep engagement with the local community) perform better in the aftermath of structural policy interventions as compared to MFIs with a transactional model. Using a difference in differences analysis on a database of MFIs that operated in India during the currency demonetization, we find support for our hypotheses. Our findings indicate that while transactional MFIs do better in a stable environment, embedded MFIs hold the advantage in a turbulent environment. Our results underscore the role of business model fit with the environment in driving financial inclusion. We also alert practitioners to the tradeoffs involved in being embedded in the local context (or lack thereof). [ABSTRACT FROM AUTHOR]

In the interconnected world, collaboration is the game changer. Agencies and firms, citizens and groups who can collaborate, will thrive in the networked world; those who cannot are doomed to perish. There is considerable evidence to suggest that collaboration is a necessary condition to drive innovation, particularly transformational innovation. The mining industry can harness the potential of collaboration to achieve more than just productivity gains, by focusing on sector-wide efficiency gains and moving over to the newer technology domains by handholding, which will benefit all the participants rather than give anyone a competitive advantage. This article explains the recent examples of collaboration where companies are looking for complementarities to harness growth and prepare for the future. [ABSTRACT FROM AUTHOR]

In recent years, online livestreaming has progressively emerged as a prominent retail channel. With the growth of some leading livestreamers, the dispute over product pricing power between manufacturers and livestreamers has become a focal point of discussion. Meanwhile, the high return rate associated with livestreaming also poses a challenge to supply chain performance. In response, manufacturers seek to mitigate this risk by transferring the responsibility of return costs to the livestreamers. Inspired by these practical issues, this study constructs a supply chain system composed of a manufacturer and a livestreamer to examine how different combinations of pricing execution power and return business models affect profits, selling efforts, pricing strategies, and consumer surplus under the influence of spillover effects during livestreaming. The results indicate that: (1) Managing pricing execution always benefits the livestreamer, while whether the manufacturer can be benefited depends on the channel spillover effect coefficient. (2) The livestreamer with pricing power does not always execute at lower prices. She will set higher prices and invest more efforts with a relatively high channel spillover coefficient. (3) Transferring the responsibility for return costs to the livestreamer does not enhance the profits of supply chain stakeholders and may even diminish the livestreamer's selling efforts. The optimal return policy to incentivize livestreamer is the manufacturer bearing return costs. (4) When livestreamer manages price execution, the consumer surplus is also higher if the manufacturer bears return costs. [ABSTRACT FROM AUTHOR]

"Fail fast and learn fast" is a principle commonly advanced to quickly grow and scale startups and SMEs. However, the literature lacks detailed insights into how such learning is organized. The paper aims to investigate how knowledge-intensive SMEs learn from failures through organizational learning processes. To answer this question, we present in-depth case studies of three SMEs that operate in a dynamic context where quick adaption to changes, failures, and learning are natural modes of practice. Our findings present the learning from the failure process, which includes three phases: (1) failure recognition, (2) interactive sensemaking, and (3) organizational adaptation. We condense our insights into a framework disentangling how SMEs succeed and fail and how they can learn from failures through their underlying learning processes. We contribute to prior literature on organizational learning in SMEs by focusing on knowledge-intensive SMEs and practices that enable effective learning from failures. Plain English Summary: The "fail fast and learn fast" mindset provides an opportunity for an organization not only to experiment, make mistakes, and fail but also to learn from this experience and use it for future success. However, research has not yet managed to provide detailed insights into how such learning can best be organized and facilitated. In this article, we investigate how knowledge-intensive SMEs learn from failures through organizational learning processes. We show that SMEs should strive to learn from failure and that this learning can be organized over three phases: failure recognition, interactive sensemaking, and organizational adaptation; each with underlying sub-activities and principles. We contribute to prior literature on organizational learning by focusing on knowledge-intensive SMEs and describing practices that enable effective learning from failure. We also provide insights for managers on how to facilitate rapid learning from failure in their knowledge-intensive SMEs. [ABSTRACT FROM AUTHOR]

Copyright of ABI Technik is the property of De Gruyter and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

In the rapidly evolving landscape of online business models within the news industry, the phenomenon of business model imitation has emerged as a prominent yet understudied aspect. This paper investigates the forms and implications of strategic imitation on competition dynamics and economic sustainability, focusing on French news producers from 2015 to 2020. Leveraging an extensive original dataset and methodology, our findings reveal a prevalent trend of imitation, particularly driven by rivalry-based dynamics. However, this copycat strategy poses long-term risks to industry performance and societal systems. To ensure economic viability and foster innovation, industry stakeholders must prioritize the development of original and forward-thinking strategies in response to the challenges posed by imitation. [ABSTRACT FROM AUTHOR]

The article’s subject is the transformation of film distribution models due to post-pandemic changes and the development of streaming platforms. The text identifies four currently coexisting models of film distribution, in which the novelty is the shortening of the exclusivity windows for screenings of premiere film titles only in cinemas. An analysis of the traditional model, based on the priority of the cinema window, is presented, followed by new models: the corporate production model, the executive production model, the mixed model, and the traditional 2.0 model. The methodological assumptions of the article were based on the use of not only printed sources but also in-depth interviews with market participants (producers, distributors, and cinema managers). In the article, we use BMC (Business Model Canvas) to precisely determine the logic of operation of currently coexisting competing models and the principal value offered to consumers in them. [ABSTRACT FROM AUTHOR]

Purpose: Organizations and markets are constantly developing and changing, impacting how organizations create value and manage supply chains. This paper aims to identify the motor themes and subthemes of academic research that relate supply chain management (SCM) maturity and business models (BMs). Design/methodology/approach: The Science Mapping Analysis Tool (SciMAT) was used to conduct a seven-step bibliometric analysis of 889 documents indexed in the Scopus database clustering by relatedness of works and keywords. The methodological approach included content analysis of the literature, longitudinal analysis and strategic diagram analysis. Findings: The thematic evolution analysis revealed that three themes drive the studies on SCM maturity and BM: industry 4.0 (motor theme), environmental management (transversal theme) and product management (highly developed and isolated theme). The strategic diagrams and co-word networks allowed to graphically identify the main topics connecting SCM maturity and BM. Considering this connection, the scientific mapping emphasizes the significance and strength of the link between digital technologies, technology management and manufacturing management in Industry 4.0. In addition, the connections between the subthemes revealed that circular economy and green human resource management are important concepts to advance theory and practice on the connection between SCM maturity and BM. Originality/value: This research extends the knowledge base by providing an analysis of the key themes and the links with subthemes in the literature that relate to SCM maturity and BM. Key studies are analyzed and linked with the key topics identified using the SciMAT software. Future research avenues are outlined, providing new insights to advance theory and practice. [ABSTRACT FROM AUTHOR]

By studying three promising venture pairs with different business models in different nascent markets, we explore how some new firms grow into mature firms and some promising peers do not. The successful firms first use a learning process that begins with (1) focused attention on unit profitability (not growth), then broad (not narrow) learning, and finally active delay (not acceleration) of growth. They then use a capability-building process that (2) shifts to focused attention on unit-profitable growth, then makes long-term investments in profit-oriented capabilities, and finally leverages these capabilities into new products. In contrast, peers with focused attention on growth ironically fail to achieve it. Broadly, we contribute a process theory of exceptional growth that fills the gap between the growth of new firms in the entrepreneurship literature and the growth of mature firms in the strategy and organization theory literatures. Further, we add the importance of learning content—not just learning processes—to the entrepreneurship literature on new firm growth and a rare, novel, and grounded account of the origin of capabilities to the strategy literature on the resource-based view and mature firm growth. Finally, we add to practice the significance of product–market–profit fit and a precise definition of premature scaling. Funding: This work was supported by the Strategy Research Foundation [Grant SRF-2018-DP-9167]. [ABSTRACT FROM AUTHOR]

Fintech disrupts traditional financial services in terms of its mode of delivery and the magnitude of its operations. Moreover, the growing practitioner and academic interest in Fintech has added to the humongous perspectives of Fintech research. The term “financial technology” (Fintech) refers to a digital business model that serves the financial needs of people all over the world and has grown to be an integral part of the financial services industry. Although widespread, the Fintech boom is mostly uncontrolled, necessitating a cautious approach to its applications and advantages. The paper proposes a model to estimate Fintech usage by customers and tries to assess the model’s predictive ability through PLS-SEM. The current research addresses the theoretical gap in Fintech usage behaviour and highlights the managerial implications of assessing and predicting Fintech use. The research endeavour aims to contribute to existing scholarly discussions but also lay the groundwork for further investigation into the intricacies of Fintech usage behaviour. [ABSTRACT FROM AUTHOR]

Copyright of Revista de Economía (Universidad Autónoma de Yucatán) is the property of Universidad Autonoma de Yucatan, Facultad de Economia and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose: Flexibility and efficiency are dual attributes of the organizational structure that are crucial for project-driven enterprises to achieve sustainable development in a dynamic environment. However, there is a lack of research on the patterns by which the dual attributes of a project-driven enterprise's organizational structure affect business model innovation. Employing organizational theory, this study aims to assess the mediating mechanisms and dynamic capabilities through which the dual attributes of the organizational structure influence business model innovation in project-driven enterprises. Design/methodology/approach: Data were collected from 242 employees from four project-driven companies across 26 cities (e.g. Beijing, Tianjin, Guangzhou and Shenzhen) in China. Structural equation modeling revealed the relationship between organizational structure's dual attributes and business model innovation. Findings: The findings show that the dual attributes (flexibility and efficiency) of the organizational structure have positive impacts on business model innovation. Moreover, dynamic capabilities mediate the relationship between the dual attributes and business model innovation in project-driven enterprises. Originality/value: This study provides contributions to innovation research in the context of project-driven enterprises by revealing the influence of organizational structure on business model innovation through the firms' dynamic capabilities. Such knowledge can enable managers of project-driven enterprises to develop effective interventions to promote business model innovation. [ABSTRACT FROM AUTHOR]

Purpose: This study examines the use of a dynamic value-based approach to analyze the business model structuration of smart service providers in Brazil, mapping their value creation, configuration and appropriation strategies, and determining how well-defined their current business models are. Design/methodology/approach: This is a qualitative study based on semi-structured interviews with entrepreneurs (or CEOs and directors of technology) of seven business ventures in three different phases of business model structuration: (1) academic: companies or innovation and research centers linked to universities; (2) startups: technology-based companies originating from the technological needs of clients, be they new branches of the traditional business of incumbents or new entrants and (3) autonomous service providers whose offerings are related to master's or doctoral projects. Findings: We propose a typology of business model structuration with four stages. At first (individual or initial business model), albeit with high skilling of owners, only manual or adaptation services are offered. In the second stage (platform business model), although services offered are oriented toward the entire process automatization of the client (Factory integrated), technologies are restricted to the client company (or even one department) and these clients' needs are mainly data processing and connectivity. In the third stage (scaling digital business model), although the services offered are oriented toward greater digitalization through an entire array of field devices connected to the internet (IoT) and organized in a more formalized structure, the business model is still being constructed, companies in this stage are mainly startups. In the fourth stage (innovation ecosystem business model), the entire manufacturing process is digitized, with integration and network connectivity, both between service providers and the extended supply chain of their clients, and new technologies are customized and developed through the interaction of a whole innovation ecosystem. Research limitations/implications: Mapping value-based strategies aids in understanding business model structuration in Industry 4.0. Future research should focus on parameterizing the dimensions founded of each value strategy. Originality/value: This study advances the comprehension of the business model in |Industry 4.0 by providing a value-based strategy perspective of business model structuration. Practically, by focusing on smart service providers, it contributes to a greater understanding of smart service providers in Brazil and their strategic challenges. [ABSTRACT FROM AUTHOR]

The primary objective of this study is to create a novel research model to enhance our comprehension of accounting data analytics (ADA) and its influence on the green innovation ecosystem (GIE). This is achieved by examining the mediating effects of digital circular business model innovation (DCBMI) and internal control system (ICS) on the aforementioned variables. The data acquired from a convenience and snowball sample of respondents working in public sector organizations (PSOs) in Vietnam was analyzed using Partial Least Squares-Structural Equation Modelling (PLS-SEM) with the support of SmartPLS 4.1.0.2. The results demonstrated the substantial and positive impact of ADA on GIE. Additionally, the results ultimately showed that the relationship between ADA and GIE was partially mediated by DCBMI and ICS. This paper presents compelling pieces of evidence on the comprehension of ADA and its influence on GIE in PSOs. To that end, PSOs can utilize the knowledge acquired from this investigation to establish themselves as leaders in the implementation of ADA. Moreover, the study's findings and discussion will assist the government in enhancing and systematically devising ways to promote the adoption of green innovation. [ABSTRACT FROM AUTHOR]

What are the implications of disruption originating in firms using illegal practices, which we refer to as informal firms? Since its development by Clayton Christensen, there has been increasing interest in disruptive innovation theory among innovation and management scholars. Yet, the disruptive power of informal firms remains understudied. We theorize informal disruption, which we define as the process through which entrepreneurs engage in business model innovation based on new technology and avoidance of regulation. Institutional voids and institutional incongruence facilitate scaling of such new business models. We offer a process model of informal disruption emphasizing business model formalization as a key strategy for informal disruptors and non‐market strategies such as collective lobbying and consumer education as incumbent strategies when competing with informal disruptors. Our process model highlights the role of formal and informal institutions during informal disruption, which can both facilitate informal disruptors' scaling and limit incumbents' adaptation strategies. We discuss the implications of studying informal disruption for disruptive innovation, business model, and informal economy research. [ABSTRACT FROM AUTHOR]

While innovative work behavior sets the stage for organizational innovativeness, little is known about how innovative work behavior is related to business model innovation. This study analyzes how employees' innovative work behavior leads to business model innovation. Following the organizational support theory, we further examine that business model innovation is a function of individual innovative work behavior of the employee and the firm's ability to create an organizational environment in which these work behaviors can unfold and be translated into innovative output, such as business model innovation. Based on survey data from 154 firms, this study empirically finds that employee innovative work behavior is positively related to business model innovation. Further, we find that the effect of innovative work behavior on business model innovation is moderated through organizational support for innovation. However, the moderation reveals different results for low levels of innovative work behavior than for high values. For high values, we find that additional organizational support does not lead to more business model innovation. [ABSTRACT FROM AUTHOR]

Purpose: The aim of the presented article is to present the pro-ecological behaviour of the A.P. Moller-Maersk company in the context of an increasingly widely implemented business model, which is the ESG strategy. Design/methodology/approach: The basic research method used in this article is a case study and the description and analysis of enterprise business models. Findings: As a result of the research, the characteristics of the business model of the A.P. Moller-Maersk company were presented, focusing on its pro-ecological behaviour. Originality/value: The described company, being a one of the largest sea carriers and container operators, successfully implementing ESG assumptions may become an entity whose behaviour will be imitated. [ABSTRACT FROM AUTHOR]

The prevalence of B2B platform ecosystem has led to the emergence of revenue‐sharing contracts as the dominant business model adopted by manufacturers and retailers on these platforms. This paper establishes a dynamic game model of B2B platform ecosystem, comprising one manufacturer and one retailer, where the manufacturer engages in technological investments and the retailer engages in consumption investments, both exhibiting bounded rationality. Through a comprehensive analysis of complex behaviors, the results reveal the following: (1) Adjustment speed of the manufacturer influences the stability of the platform ecosystem, with higher adjustment speeds leading to greater instability. In a stable state of the B2B platform ecosystem, an actor with lower costs tends to make higher investments. (2) Higher investment costs contribute to a more stable B2B platform ecosystem. When the ecosystem stabilizes, increasing investment costs will reduce manufacturers' investment levels. (3) The retailer revenue sharing parameter exacerbates the instability of the B2B platform ecosystem. This unequal distribution not only impairs manufacturers' earnings but also disrupts B2B platform ecosystem equilibrium. (4) Market expansion results in B2B platform ecosystem imbalance. As the market size increases, investment levels rise, but this also leads to system instability. Therefore, managers must strike a balance between market expansion and system stability objectives. (5) We incorporate the time‐delayed feedback control (TDFC) method to regulate intricate phenomena. The TDFC method proves effective in mitigating chaotic behaviors within B2B platform ecosystem. [ABSTRACT FROM AUTHOR]

The impact of motivational and demotivational factors on the willingness to work (WTW) as crowdshippers, specifically focusing on different groups of crowdshippers, has been largely neglected or overlooked in the literature. This study therefore aims to address this gap by determining and examining a comprehensive set of potential factors that either hinder or encourage the WTW of crowdshippers and tests their impact on four key groups of potential crowdshippers in Slovenia: employed individuals, retirees, students, and unemployed. Significant interactions between the groups and statistical differences between them were detected using the significance level and correlation approaches. The findings of this study confirm that not only are potential crowdshipper groups heterogeneous, but there is also heterogeneity within crowdshipper groups such as retirees and students. Furthermore, the study highlights that the influence of these factors slightly varies depending on the specific business models (business to customer and business to business). [ABSTRACT FROM AUTHOR]

Current food systems have significant negative environmental, social, and economic impacts. Externalized costs and benefits create false market incentives favoring less healthy and unsustainable options. Transitioning to sustainable agri-food systems requires that businesses internalize these externalities. Internalization of externalities (IOE) is often addressed through policy measures and regulatory initiatives. However, IOE can also be carried out through business models (BMs) and strategies which involve creating positive externalities, mitigating/preventing negative ones, as well as ensuring fair distribution of risks, costs, and benefits. Accordingly, sustainable and innovative BMs and strategies offer pathways to achieving IOE. This paper identifies existing sustainable and innovative BMs and strategies and explains how they can achieve IOE. Using an integrative literature review methodology, we reconcile both economics and business literature approaches. We subsequently carry out two levels of analysis including abductive coding and interrelationship evaluation. The paper explores the characteristics of BMs and strategies that address IOE, using the well-known concept of value and introduces a conceptual framework for categorizing business models and strategies for the internalization of externalities (BM4IOE). The article initiates a discourse on the role of BMs in the IOE within agri-food value chains and provides insights into how businesses can develop and implement models that effectively internalize externalities, thereby enhancing sustainability and driving innovation in the transition of agri-food systems. [ABSTRACT FROM AUTHOR]

Purpose: Business Model Innovation is increasingly created by an ecosystem of related companies. This paper aims to investigate the transition of a manufacturing ecosystem toward electric vehicles from a business model perspective. Design/methodology/approach: The authors investigate an automotive manufacturing ecosystem that is in transition toward electric and electrified vehicles, conducting semi-structured interviews with 46 informants from 27 ecosystem members. Findings: The results reveal that the actions of several ecosystem members are driven by regulations relating to emissions. Novel requirements regarding components and complementary offers necessitate the entry of actors from other industries and the formation of new ecosystem members. While the newly emerged ecosystem has roots in an established ecosystem, it relies on new value offers. Further, the findings highlight the importance of ecosystem governance, while the necessary degree of change in the members' business models depends on their roles and positions in the ecosystem. Therefore, upstream suppliers of components must perform business model adaptation, whereas downstream providers must perform more complex business model innovation. Originality/value: The paper is among the first to investigate an entire manufacturing ecosystem and analyze its transition toward electric vehicles and the implications for business model innovation. [ABSTRACT FROM AUTHOR]

Research Summary: This study abductively investigates how a firm's degree of business model development—the extent to which strategic choices are crystallized—moderates the impact of a scientific approach to decision‐making on performance. We present findings from a field experiment involving 261 entrepreneurs, where treated entrepreneurs learn to apply a scientific approach, while control counterparts receive comparable content without this approach. Results show that the effect of scientific decision making varies with business model development. Treated entrepreneurs with higher degrees of business model development elaborated their theories of value focusing on lower‐level choices, achieving superior economic performance compared to controls. Conversely, treated entrepreneurs with lower levels of business model development reevaluated fundamental aspects, resulting in increased epistemic uncertainty and less favorable short‐term economic outcomes compared to controls. Using a field experiment with 261 entrepreneurs, we explored how the degree of business strategy definition influences the benefits of adopting a scientific approach to decision‐making. In the experiment, half of the entrepreneurs were taught to use a scientific approach for making decisions (the treated group), while the others received similar training without the scientific approach (the control group). Results show that treated entrepreneurs with already defined strategies benefited more, experiencing improved performance even in the short term. Conversely, treated entrepreneurs with strategies still under definition experienced more uncertainty and lower short‐term economic performance, as the scientific approach prompted them to reassess and adjust their core strategic decisions. [ABSTRACT FROM AUTHOR]

Tropical coral reefs provide a wide range of ecosystem services that benefit millions worldwide. However, the current scale of coral reef restoration is a long way from matching the extent needed to protect coral reefs globally, and this implementation gap presents a complex challenge to overcome. Cross-sectoral collaborative sustainable business models (CSBMs) present an interesting opportunity to scale up coral restoration, though this area is yet to be explored in the literature. In this paper, we use the Reef Restoration and Adaptation Program in the Great Barrier Reef as a case study to examine potential collaborators, their roles, and what benefits motivate them to partner for scaling coral restoration. We identified a diverse range of potential collaborators from 10 sectors offering different combinations of physical, human and organisational capitals. Participants described nine roles they could play in such a partnership, and many of these roles relate to ecosystem growth scaling strategies. Benefits that motivate collaboration fall into seven categories: environmental benefit, business opportunity and value, employment opportunity, knowledge and technology, innovation, hope, and reputation. Our findings contribute to designing CSBMs for coral restoration by enriching our understanding of collaborators, value creation and their potential roles in alternative pathways to scale up coral restoration beyond reducing unit cost and increasing funding. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this article is to analyse the impact of value propositions in business models on the development and success of a company. Indicating how important an individual strategy and vision of company development and continuous improvement of competitiveness are in business. Design/methodology/approach: The analysis is based on a review of literature on the subject as well as data obtained from an interview with the owner of the largest alpaca farm in Silesia. Findings: In the discussed cases of various business models, it was observed that a well-chosen value proposition contributes to the success of the company. It is therefore advisable to create a value proposition at the very beginning and build the business model around it. Originality/value: The article examines a successful company in terms of its operation and development. This example can serve as inspiration for other entrepreneurs. The article is addressed to all entrepreneurs who want to develop their business models based on creating innovative customer value. The value of the article lies in presenting an innovative business model that has proven effective, as evidenced by the continuous expansion of the business and the creation of new customer value propositions. [ABSTRACT FROM AUTHOR]

This study endeavors to examine the relationship between digital forensic accounting (DFAC) and accelerated internationalization capabilities (AIC). The study posits that the relationship between DFAC and AIC is mediated by metaverse circular business model innovation (MCBMI). The data was collected from employees in small and medium enterprises (SMEs) in Vietnam employing a combination of convenience and snowball sampling approaches, utilizing a quantitative research design and deductive approach. SmartPLS version 4 software was employed to analyze the data using partial least squares-structural equation modeling. This investigation determined that AIC is insubstantially influenced by DFAC. Nevertheless, the relationship between DFAC and AIC is positively mediated by MCBMI. The findings of this investigation would function as a reliable foundation for future research endeavors, as well as for the advancement of scientific comprehension by expanding the current scope of this research line. From a practical perspective, these critical insights could facilitate the development of strategies that are specifically tailored to the implementation of circular business models, as well as policies and regulations that are pertinent to the incorporation of Metaverse platforms to enhance SMEs' internationalization performance. [ABSTRACT FROM AUTHOR]

The article studies the tools for improving the business processes of an enterprise. There are primary and auxiliary business processes at a manufacturing enterprise. The primary processes are those that result in the production of the main product (value), while all other processes are auxiliary. Thus, auxiliary processes include: service, management, and enterprise development processes. Attention is paid to the main areas of business process optimization, among which the following are highlighted: the minimum number of performers, the minimum involvement of managers, and the minimum number of control operations, and, in contrast to them, the maximum typing of processes, the maximum simplification of operations, and the maximum possible parallelism of business processes. The result of optimization of business processes at an enterprise is the elimination of unnecessary losses in the execution of processes that do not bring value to consumers, thereby achieving maximum satisfaction of needs, strengthening the position of the enterprise in the market, and ensuring the maximum inflow of profits to the enterprise. [ABSTRACT FROM AUTHOR]

The transition to a green economy is pivotal for achieving sustainable development in the face of escalating environmental challenges. This paper explores the transformation of traditional business models to align with green economy principles, emphasizing the integration of sustainability into core operations. By analyzing various case studies, we demonstrate how businesses can adopt innovative practices that reduce their ecological footprint while enhancing economic performance. The research highlights key strategies, such as circular economy approaches, renewable energy adoption, and sustainable supply chain management, which not only mitigate environmental impacts but also drive competitive advantage. Furthermore, we discuss the role of policymakers in fostering an environment conducive to green investments and the importance of stakeholder engagement in this transformative process. Ultimately, this paper aims to provide insights for businesses looking to navigate the complexities of sustainable development while contributing to a resilient and equitable economy. [ABSTRACT FROM AUTHOR]

In the context of global climate change and increasing environmental challenges, the concept of a green economy has emerged as a crucial framework for achieving sustainable development. This paper examines the transformation of traditional business models within the framework of a green economy, emphasizing the imperative to integrate environmental and social considerations into strategic planning. By analyzing the key principles of a green economy—such as carbon emission reduction, resource efficiency, sustainable production and consumption, and biodiversity support—this study explores how these principles influence the adaptation of business practices. The paper further investigates the role of innovation in facilitating this transformation, highlighting how new technologies and business practices can lead to reduced environmental impact while also enhancing economic performance. Through case studies of successful transitions to sustainable business models, the research illustrates the diverse approaches organizations can take to align their operations with green economy principles. Moreover, the paper addresses the challenges enterprises face in implementing eco-friendly technologies, including regulatory barriers, financial constraints, and the need for a cultural shift within organizations. It argues that overcoming these challenges is essential for the successful transition to a green economy, which not only promotes ecological sustainability but also creates new opportunities for growth, resilience, and competitive advantage. The findings underscore the importance of collaboration among stakeholders, including governments, businesses, and communities, to create an enabling environment for sustainable practices. Ultimately, this research contributes to the understanding of how a green economy can serve as a new paradigm for traditional business models, fostering a harmonious relationship between economic development and environmental stewardship. [ABSTRACT FROM AUTHOR]

Purpose: Although intellectual capital (IC) and human dynamic capabilities (HDCs) play a significant role in decarbonization processes, their measurement and reporting is under-researched. Hence, this study aims to identify the link between HDCs, carbon accounting and integrated reporting (IR) in the transition processes, investigating IC and HDCs in decarbonization processes to achieve net-zero business models (n-ZBMs). Design/methodology/approach: A systematic literature review with a concise bibliometric analysis is conducted on 229 articles, published from 1990 to 2023 in Scopus database and Google Scholar. Reviewing data on publications, journals, authors and citations and analysing the article content, this study identifies the main search trends, providing a new conceptual model and future research propositions. Findings: The results reveal that the literature has rarely focussed on carbon accounting in terms of IC and HDCs. Additionally, firms face pressure from institutions and stakeholders regarding legitimacy and transparency, necessitating a response considering IR and requiring n-ZBMs to be developed through IC and HDCs to meet social and environmental requirements. Originality/value: Not only does this study link IC with HDCs to address carbon emissions through decarbonization practices, which has never been addressed in the literature to date, but also provides novel recommendations and propositions through which firms can sustainably transition to being net-zero emission firms, thereby gaining competitive advantage and contributing to the nation's sustainability goals. [ABSTRACT FROM AUTHOR]

This study contributes to innovation and crisis research by analyzing the COVID-19 pandemic's impact on enterprise innovativeness. We hypothesize that innovative activity both in the form of creative destruction and creative accumulation evolved from adjustments to structural changes during the pandemic. We reviewed scientific articles that focused on COVID-19 and business changes in Central European countries and Russia as well as conducted research in Poland and the Czech Republic. We found both creative destruction and creative accumulation and that early innovative adjustments may turn into structural changes that could lead to improved public health standards, greater digitalization and more sustainable business models as firms continue to cope with epidemic risks. The practical implication is that support for these transformations is needed, to mitigate future pandemics and make businesses more resilient to future pandemic-related crises. [ABSTRACT FROM AUTHOR]

The study explores the impact of the platform business model (PBM) on organizational performance, focusing on Industry 5.0 (I5.0). It introduces a conceptual model to assess how PBMs shape organizational outcomes. PBMs are recognized for their role in managing multi-sided markets and leveraging forces such as strategic agility (SA), business model innovation (BMI), strategic operations practice (SOP) and I5.0 technologies to create value. Despite their significance, the systematic integration of PBMs in the organizational value-creation process remains underexplored. To address this, the authors propose a pragmatic conceptual model, which is then converted into a structural equation model to evaluate the effects of PBMs on performance. Structural Equation Model (SEM), combined with confirmatory factor analysis, highlights PBMs' intangible influence, driven by digital resources and evolving customer value propositions. PBMs face rapid changes influenced by SA, BMI, SOP and I5.0, leading to short-term competitive advantages. The study underscores the importance of SA, BMI and SOP in organizational strategy but notes their limited long-term benefits. It also presents research propositions with implications for leaders and policy-makers, enhancing the understanding of PBMs in the I5.0 context. [ABSTRACT FROM AUTHOR]

Using multiple regression based on data from 322 new ventures from China, this study develops a multiple-mediator framework to explain how new ventures achieve business-model innovation (BMI) under the cognitive view. The study verifies the triggering effect of cognitive flexibility on BMI. Furthermore, it highlights the significance of active search and bricolage as two knowledge-based entrepreneurial learning actions that mediate the relationship between cognitive flexibility and BMI. The study highlights the role of entrepreneurial cognition in facilitating knowledge-management activities for developing BMI in new ventures. Additionally, the study represents a step in new ventures' BMI development and advances the understanding of entrepreneurial learning by shedding light on the effects of active search and bricolage in the entrepreneurial process. [ABSTRACT FROM AUTHOR]

Internet start-ups have the most dynamic organisational structure due to the rapid growth of network information technology. Based on social cognition theory and information processing theory, this study investigates the connection between boundary-spanning search and business model design, proposing two types of cognitive styles: adaptive and innovative. Based on the questionnaire survey data of 223 Internet start-ups, this study finds that: (1) boundary-spanning search of technical knowledge is positively related to the efficiency-centered business model. (2) boundary-spanning search of market knowledge is positively related to the novelty-centered business model; (3) hybrid boundary-spanning search is positively related to the combined business model. (4) cognitive style weakens or enhances the relationship between boundary-spanning search and business model design. The research provides practical guidance for Internet start-ups and contributes to a better understanding of the antecedent variables of the business model. [ABSTRACT FROM AUTHOR]

Businesses are leveraging digital technology through e-commerce platforms as a strategy to continue operating following the movement control order (MCO). Online shopping, a subset of e-commerce platforms, allows consumers to browse, select, and purchase products using digital interfaces. Unfortunately, there is a lack of understanding of how this platform can impact customer behavior. Therefore, this study aims to develop new knowledge of customer behavior and assess the relationship between consumer behavior and e-service quality in online shopping to better understand the e-service quality provided by the vendor in Malaysia. A novel model of e-service quality and consumer behavior has been developed and investigated. Survey questionnaires were distributed and tested using structural equation modeling (SEM) to 200 customers who had experienced online shopping during COVID-19. The finding revealed that website design, security/privacy, and fulfillment are statistically correlated with e-service quality. However, customer service is not significantly correlated with e-service quality. Meanwhile, the quality of e-services is statistically significantly related to customer behavior. This study shows that e-service quality can provide good customer behavior post-COVID-19. Online shopping is therefore predicted to boost the economy of the country, but consumers also want high-quality e-services to continue. Retailers can improve their storefronts, engage customers, and promote responsible consumption. [ABSTRACT FROM AUTHOR]

The competitive advantage of airlines depends on their technical efficiency. Efficiency analysis models now differentiate between persistent and transient inefficiencies. Persistent inefficiencies stem from fundamental flaws in production processes or ongoing managerial shortcomings, requiring long-term strategic interventions. Transient inefficiencies, however, result from irregular setbacks that can be swiftly addressed, causing temporary efficiency dips. Focusing on the decade from 2010 to 2019, we investigated how business models, mergers, and upgauging influence these inefficiencies. Our results reveal that 21.2% of the overall technical inefficiency can be accounted for by persistent inefficiency. Despite the U.S. airline industry improving transient inefficiency during the sample period, prevailing persistent inefficiency hindered any significant rise in overall efficiency. The research shows that full-service airlines (FSA) and low-cost carriers (LCC) often exhibit higher persistent and transient efficiency than ultra-low-cost carriers (ULCC). However, there seem to be no significant differences in transient and persistent inefficiency between FSA and LCC. Additionally, the results suggest that the upgauging and higher ramp-to-ramp hours may lead to higher transient efficiency. Finally, we could not find any influence of mergers and stage length on transient inefficiency. • 21.2% of overall technical inefficiency stems from persistent inefficiency. • Persistent inefficiency remains a key obstacle for the U.S. airline industry despite transient improvements. • FSAs and LCCs consistently outperform ULCCs in persistent and transient efficiency. • There is no significant difference in both persistent and transient efficiency between FSAs and LCCs. • Upgauging and higher ramp-to-ramp hours lead to higher transient efficiency. [ABSTRACT FROM AUTHOR]

Transitioning to a circular economy (CE) can contribute to the achievement of long‐term climate targets. A comprehensive evaluation of CE strategies requires a macro‐level approach that integrates environmental, social, and economic goals. Policy support, behavioral changes, innovation, and new business models play key roles in this transition. Additionally, understanding the potential synergies, benefits, and trade‐offs associated with these strategies is essential for their effective implementation. This paper proposes a novel approach, using macroeconomic modeling, industrial ecology, and behavioral concepts to evaluate the impacts of CE strategies on socioeconomic and climate systems. As an application, the paper investigates the environmental and economic effects in Japan of increasing the extended producer responsibility (EPR) fee on energy‐using durable goods. We show that increasing the fee makes households substitute conventional goods for circular services. Also, while increasing EPR fees for energy‐using durable goods may decrease the materials needed to produce and operate these goods, the overall impact on sustainability goals is rather low. [ABSTRACT FROM AUTHOR]

Research on circular economy (CE) reveals that companies have a large number of indicators at the microeconomic level. However, their scope is limited, as they lack sufficient knowledge to apply them effectively. This is due to the difficulty of obtaining the necessary information and the weak connection with the functions of companies' functional areas. Knowing that organizations evolve over time, not only in terms of strategy development but also in terms of leadership, innovation, and structure, it is necessary for indicators to adapt to these needs. This study aims to analyze the impact of indicators on CE strategies and solutions, life cycle stages, and industrial functional areas, considering the Basque Country in Spain as a case study. For this purpose, a literature review has been carried out identifying applicable indicators and a study on the indicators that BC companies use on a daily basis. The analysis found that 67% of the indicators only consider a CE strategy and solution, while only 2.5% impact all life cycle stages. Additionally, it was found that the use of indicators in companies does not provide a global and holistic view of CE. This highlights the need to develop a new model of indicators that responds to the needs of companies. [ABSTRACT FROM AUTHOR]

The analysis of coupling and coordination within the business model innovation system of petroleum companies, especially in the context of Chinese petroleum companies, is crucial for enhancing their competitiveness. Using the entropy method and a coupling coordination model with data from 2015 to 2019, this study quantifies the levels of coupling and coordination within the business model innovation system of Chinese petroleum companies. We also examine spatial disparities and disparities along the industrial chain. The findings reveal that: 1) The value creation, transmission, and acquisition subsystems within the petroleum business model innovation system are highly coupled but lack inter-subsystem coordination. 2) Regional differences in the coupling and coordination of petroleum companies' business model innovation systems are evident. The northeast China and central China show the highest coupling, while the South China and North China have lower coupling. Additionally, South China and Northwest China exhibit superior coupling coordination compared to the relatively weaker coordination in Northeast China. 3) Business model innovation systems vary across different industrial chain segments in the petroleum industry. Downstream companies show the best coupling coordination while upstream systems exhibit relatively weaker coordination. 4) Substantial disparities in core innovation system elements are evident across regions and industrial chain segments, underscoring the need for tailored development strategies and regulatory policies for the petroleum industry. [ABSTRACT FROM AUTHOR]

The role of RSIA is less to provide real benefits to the community and has the potential to go bankrupt if there is no improvement in management. The indicators can be seen from the decline in visitation rates by 10% in 2022 and 5% in 2023, high employee turnover, hospital image through Google Reviews resulting in low average scores, and complaints on various services provided by the hospital. This study aims to map Hospital A's business model using the business model canvas so that the strengths, weaknesses, opportunities, and threats that could potentially harm the hospital can be identified. Data collection was conducted using interviews with triangulation techniques to key informants, comparison informants, and expert informants. The research approach is positivism or qualitative, which emphasizes meaning. The findings obtained are that Hospital A's market segmentation is the lower middle class with the application of vertical growth; in the value propositions block there are shortcomings such as no new services and technology, lack of communication, poor service, interior and exterior design using and needing renewal, and inadequate facilities, but has advantages in terms of price and cleanliness; in the channel block, strategic location but does not have good visibility; in the customer relationship block, there is different service treatment between room classes; hospital revenue streams from usage fees and brokerage fees; physical resources of employees are inadequate with untimely salary payments; in the key partnership block, the hospital collaborates with midwives and clinics. [ABSTRACT FROM AUTHOR]

Food systems face significant environmental challenges, necessitating a shift towards sustainability and resource efficiency. Implementing circular economy principles and adopting new business models can significantly contribute to more sustainable food systems. These approaches address major issues in the linear economic model, such as excessive food loss and waste, resource depletion, and market volatility. However, due to various barriers, adopting new circular food systems confronts sluggish progress. This study identifies the hierarchical structure and cause-and-effect relationships of these barriers using the example of selected food systems in Berlin-Brandenburg, Germany. Employing the Fuzzy-DEMATEL analysis approach, this research identifies four primary causal barriers and four effect barriers classified across market development, finance, technological availability, knowledge management, as well as institutional domains. Furthermore, the study ranks these barriers based on their significance. It reveals that the top barriers are poor product design and waste management infrastructure, insufficient quantity and quality of material flow, and a lack of collaboration in the supply chain. In addition, weak policies, along with their inadequate evaluation and monitoring, act as the most influential causal barriers. These findings hold significant implications for practitioners and policymakers striving to promote the transition to circular food systems through innovative business models. Practitioners are advised to prioritize collaborations with different stakeholders to ensure proper waste management, by-product valorization, and resource efficiency. Concurrently, policymakers should enact supportive policies and effective governance structures based on the needs of the businesses and its stakeholders. [ABSTRACT FROM AUTHOR]