All Stories

  1. From Organizational Resilience Capability to Firm Performance: A Time‐Lagged Investigation
  2. Dynamic Capabilities as Drivers of Circular Business Models: Exploring Direct and Indirect Relationships
  3. Enabling Joint Product Innovation in Buyer–Supplier Relationships: Roles of Buyer Directives, Relational Governance, and Joint Process Innovation
  4. Blacksmith’s house, wooden knives: why do legacy firms succeed in promoting digital outcomes but struggle with the digital transformation of their existing business models?
  5. Generative artificial intelligence in management research: a practical guide on mistakes to avoid
  6. Technological innovations of hidden champions: Evidence from patent data
  7. Wait or pivot? Family and non-family firms’ strategic responses to COVID-19 and employment change
  8. Business models for the sharing economy: charting the multidisciplinary research field
  9. Identifying microfoundations of dynamic managerial capabilities for business model innovation
  10. Innovation generation through formalisation and fairness in university – Industry collaboration
  11. The role of innovative work behavior and organizational support for business model innovation
  12. Disentangling the complex longitudinal relationships between business model innovation and firm performance
  13. Network governance institutionalization: Creating mutual value by harnessing and avoiding conflicts in interorganizational networks
  14. Entrepreneurship in family firms: an updated bibliometric overview
  15. Introduction to the Research Handbook on Entrepreneurship and Innovation in Family Firms
  16. Research Handbook on Entrepreneurship and Innovation in Family Firms
  17. Entrepreneurship in the Digital Era
  18. Diving into the uncertainties of open innovation: A systematic review of risks to uncover pertinent typologies and unexplored horizons
  19. Crabbot: A Pole-Climbing Robot Driven by Piezoelectric Stack
  20. BLOOD IS THICKER THAN WATER: THE ROLE OF FAMILY WILLINGNESS AND FAMILY ABILITY IN ACHIEVING HOLISTIC DIGITALISATION IN FAMILY BUSINESSES
  21. Digital Capabilities, Their Role in Business Model Innovativeness, and the Internationalization of SMEs
  22. Organizational ambidexterity and competitive advantage: The role of strategic agility in the exploration-exploitation paradox
  23. Temporary business model innovation – SMEs’ innovation response to the Covid‐19 crisis
  24. Technological Frames in the Digital Age: Theory, Measurement Instrument, and Future Research Areas
  25. Digital platform-based business models – An exploration of critical success factors
  26. Entrepreneurial orientation and new venture performance in emerging markets: the mediating role of opportunity recognition
  27. Regional entrepreneurial ecosystems: how family firm embeddedness triggers ecosystem development
  28. Digital Transformation of Incumbent Firms: A Business Model Innovation Perspective
  29. Investigating the Effect of Perceived Product Portfolio Innovativeness on Consumers´ Brand Perceptions
  30. Circular economy business models: The state of research and avenues ahead
  31. The economics of COVID-19: initial empirical evidence on how family firms in five European countries cope with the corona crisis
  32. Knowledge management capabilities and organizational risk-taking for business model innovation in SMEs
  33. The interplays of coopetition, conflicts, trust, and efficiency process innovation in vertical B2B relationships
  34. Perception‐based supplier attributes and performance implications: a multimethod exploratory study
  35. A Double-Edged Sword Role of Coopetition on Process Innovation Efficiency
  36. Business Models for Sustainability: Choices and Consequences
  37. The influences of interdependence, opportunism and technology uncertainty on interfirm coopetition
  38. INCREASING CROWDFUNDING SUCCESS THROUGH SOCIAL MEDIA: THE IMPORTANCE OF REACH AND UTILISATION IN REWARD-BASED CROWDFUNDING
  39. BUSINESS MODEL RECONFIGURATION AND INNOVATION IN SMEs: A MIXED-METHOD ANALYSIS FROM THE ELECTRONICS INDUSTRY
  40. Strategic Agility, Business Model Innovation, and Firm Performance: An Empirical Investigation
  41. Embedding Entrepreneurial and Engaged Universities—A Holistic View
  42. Social power as an antecedence of governance in buyer-supplier alliances
  43. The perception of value of platform-based business models in the sharing economy: determining the drivers of user loyalty
  44. Supplier Dependence and Buyer Firm Product Innovation: Theoretical and Empirical Investigations
  45. Value drivers of social businesses: A business model perspective
  46. In search for impregnable exchange relationships with buyers: Exploratory insights for suppliers
  47. A rolling stone gathers no moss: the effect of customers' perceived business model innovativeness on customer value co-creation behavior and customer satisfaction in the service sector
  48. Entrepreneurial university: a stakeholder-based conceptualisation of the current state and an agenda for future research
  49. Relational determinants of ambidextrous knowledge sharing in innovation networks of businesses
  50. Directing the wisdom of the crowd: the importance of social interaction among founders and the crowd during crowdfunding campaigns
  51. Knowledge Management Capabilities and the Role of Risk Taking for Business Model Innovation
  52. Plural Governance, Product Innovation, and Process Improvement in Buyer-supplier Relationships
  53. How businesses should govern knowledge-intensive collaborations with universities: An empirical investigation of university professors
  54. Governance of open innovation networks with national vs international scope
  55. Digitale Geschäftsmodelle
  56. Why do urban travelers select multimodal travel options?
  57. Treat your suppliers right! Aligning strategic innovation orientation in captive supplier relationships with relational and transactional governance mechanisms
  58. Product innovation through coopetition in alliances: Singular or plural governance?
  59. Measuring Business Model Innovation
  60. Spark a Fire? Buyers’ Social Power and Alliance Governance
  61. Langfristige Unternehmensperformance: Rekonfiguration des Unternehmens durch Geschäftsmodellinnovation
  62. The impact of organizational culture on a firm's capability to innovate the business model
  63. Cognitive-based Supplier Attributes and Performance Implications: A Multi-method Study
  64. Governance vertikaler Kooperationen
  65. Ziele vertikaler Kooperation
  66. Kernergebnisse und Ausblick
  67. Zusammenarbeit mit Zulieferern
  68. Einleitung
  69. Service-dominant logic and the business model concept: toward a conceptual integration
  70. Zuliefererkooperationen
  71. The Effect of Strategic Agility on Business Model Innovation
  72. The Muscle of Co-poiesis: Firm Performance in Alliances by Governance of Knowledge Conversion
  73. Why Do Urban Travellers Select Different Travel Modes: A Repertory Grid Analysis
  74. Strategische Zusammenarbeit mit Zulieferern
  75. Abgrenzung des Forschungsfeldes
  76. Vertiefung von theoretischen Paradigmen vertikaler Kooperation
  77. Schlussbetrachtung
  78. Einleitung
  79. Integration der Beziehungsdimensionen in das Wirkungsmodell der Governance
  80. Untersuchung der Wirkung von Governance auf die Zielerreichung der Kooperation
  81. Identifikation einer Beziehungstaxonomie als Kontext der Governance
  82. Bibliometrische Analyse des Standes der vertikalen Kooperationsforschung
  83. Business model innovation in the aviation industry
  84. Plural Governance of Vertical Alliances: Considering Antecedences and Consequences
  85. The Influence of the Type of Relationship on the Generation of Innovations in Buyer-Supplier Collaborations
  86. Aligning Governance Mechanism to Power Conditions in Supply-Chain Relationships