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Discussions on opportunities and enablers have remained lacking despite the continued growth of business model innovation (BMI) research. In order to investigate the formation mechanism of BMI in small-medium enterprises (SMEs), we proposed an integrated model, which included factors derived from organisational internal resources and capabilities v...
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... Several empirical investigations have thus substantiated the positive effect of open innovation on organizational agility (Hutton et al., 2024;Liao et al., 2019;Urresta-Vargas et al., 2023). Moreover, there is emerging evidence that the technological turbulence caused by AI exerts external pressure on businesses, compelling them to develop strategies to adapt to changes in the environment (Nadeem et al., 2024). ...
... Additionally, it involves the organization's capability to utilize its resources either proactively or reactively, enabling it to respond to these challenges in a flexible and efficient manner (Faggioni et al., 2024;Ly, 2024). Open innovation is related to agility as it enables organizations to enhance and accelerate their product development processes in response to emerging market demands (Liao et al., 2019;Sikandar et al., 2024). In essence, open innovation facilitates the organization's ability to consistently adapt its product or service portfolio, accelerate its time to market, and maximize its commercial performance (Hutton et al., 2024;Urresta-Vargas et al., 2023). ...
... Furthermore, the process of acquisition facilitates managers' access to a diverse range of information and knowledge sources, thereby stimulating cognitive processes that enhance their capacity to anticipate and promptly react to changes in the market and in competitor behaviors (Liao et al., 2019;Majchrzak et al., 2023). In addition, the acquisition process enables customers to actively engage in company endeavors, such as product development or adjustments to its innovation (da Silva, 2024;Livieratos et al., 2024). ...
Artificial intelligence (AI) will be performing 30% of creative and knowledge-intensive tasks by the year 2030. The use of affordable user-friendly generative AI, such as ChatGPT, has consequently experienced a significant surge within the corporate sector. Concurrently, it is assumed that human expertise, which refers to the business and technical knowledge in AI of individuals, is gradually losing its significance. However, until recently, human expertise was regarded as the primary catalyst for the positive effect of open innovation on organizational agility. Hence, this study aims to examine the mediating effect of AI capability on the relationship between open innovation and organizational agility, particularly in the presence of human expertise. The moderated mediation was tested with survey data. The main finding reveals that 93% of the variance of agility is explained by the effect of open innovation that is transmitted by the mediator. Moreover, human expertise only moderates the pathway between AI capability and organizational agility. The study offers a realistic understanding of the role of individuals in the context of increased use of AI in firms, in contrast to prior research that predicted an abrupt substitution of personnel with AI. AI capability, particularly generative AI (Gen-AI), is essential for the efficient generation of innovation ideas and prototypes, as well as the identification of unconventional commercial exploitation routes by leveraging data from external sources. Nevertheless, human expertise is essential to extract more accurate and contextually relevant outcomes from Gen-AI.
... Moreover, studies rarely address how agility is operationalized through organizational routines such as experimentation, cross-functional collaboration, and ecosystem alignment. These internal processes are particularly important in traditional manufacturing contexts, where rigid structures may constrain innovation [87][88][89]. This study fills these gaps by viewing agility as a dynamic capability that enables proactive business model reconfiguration in turbulent environments. ...
This study explores how digital technologies (DTs) drive business model innovation (BMI) in the traditional manufacturing sector of an emerging economy, focusing on the mediating roles of firm agility (FA), absorptive capacity (AC), and the moderating role of market turbulence (MT). Drawing on organizational adaptation theory and the dynamic capability view, the study develops a conceptual model tested through a survey of 479 senior managers from small and medium-sized manufacturing enterprises (SMEs) in three major industrial cities in Turkey. The results confirm that DTs have a significant positive effect on BMI, with both FA and AC partially mediating this relationship. Additionally, MT strengthens the impact of DTs on FA but does not significantly moderate its effect on AC or BMI. These findings reveal that the effectiveness of digital transformation depends not only on technological investments but also on internal organizational capabilities and external environmental conditions. The study contributes to the digital transformation literature by offering empirical evidence from an underexplored emerging market context and by demonstrating the conditional pathways through which DTs influence innovation. Practical implications highlight the importance of enhancing agility and knowledge integration to translate digital investments into strategic value under turbulent market conditions.
... Although many firms recognize the need for such a culture, its implementation remain challenging (Bogers et al. 2019). An open innovation culture emphasizes organizational agility, adaptability, flexibility, and continuous learning (e.g., Liao et al. 2019;Alford and Duan 2018;Nitzsche et al. 2016;Warner and Wäger 2019;Kumar et al. 2021;Rajkumar and Stentoft 2017;Heaton et al. 2019). ...
This article analyses how firms enhance their dynamic capabilities through open innovation activities. While previous research has acknowledged the potential of integrating dynamic capabilities and open innovation, existing studies are fragmented in that they neither build upon one another nor offer a comprehensive framework. Instead, they often focus on isolated aspects of dynamic capabilities, resulting in disparate, incoherent insights. This fragmentation hinders the development of actionable insights for organizations aiming to systematically enhance their innovation processes through open innovation. To address this issue, we conducted a systematic literature review to identify key dimensions that link open innovation activities to the sensing, seizing and transforming phases—the core components of dynamic capabilities. The resulting framework offers an integrative perspective that goes beyond fragmented research findings and provides a structured approach to operationalizing open innovation. The framework transitions open innovation from an abstract concept to a practical tool that can be systematically embedded into firms’ innovation processes. Additionally, by situating dynamic capabilities within the context of innovation management, the framework expands their theoretical and practical utility. This study provides actionable insights for practitioners and establishes a consolidated foundation for future research, thus enhancing the theoretical and practical impacts of open innovation.
... Studies confirm the effect of business models on innovation practices (Liao et al., 2019;Wynarczyk et al., 2013;Van de Vrande et al., 2009), suggesting that the relationship is contingent upon a firm's internal characteristics and level of internationalisation (Brunswicker & Vanhaverbeke, 2015;Du et al., 2023;Lecerf & Omrani, 2020;Luu et al., 2023). Organisation's business model acts as a conduit for its innovation culture, guiding actions towards specific innovation practices. ...
... This aligns with the concept of human capital as a moderator in the internationalisation-performance relationship (Hitt et al., 2006). Furthermore, our study confirms the value of a global mindset (Liao et al., 2019;Oviatt & McDougall, 1995) in highly internationalised environments, where resilience and globalism are positively linked to the openness of a firm's innovation model (Hypothesis 1). This openness, as underpinned by the knowledge-based view (Lopes et al., 2022;Pereira & Bamel, 2021;Singh et al., 2021), facilitates the development of various innovation practices (Pereira & Bamel, 2021;Randhawa et al., 2016;Vanhaverbeke & Cloodt, 2014;West & Bogers, 2014). ...
This study investigates the interaction between human capital, a crucial element of organizational culture, and innovation practices of firms operating in varying internationalisation environments. The aim was to analyse how a firm’s business model facilitates the implementation of successful innovation practices within the telecommunications sectors’ different institutional environments. Data for the study were gathered from the Australian telecommunication firms by means of a questionnaire survey and analysed using the OLS regression. The results of the empirical analysis depicted three elements of the robust innovation culture (resilience, competence, and globalism) that affect business innovation model and organisation’s innovation practices in varying internationalisation contexts. Distinct skillsets for firms’ low vs. high internationalised environments are identified, especially resilience for inbound and globalism for outbound innovation practices. These findings emphasize the need for targeted skill development aligned with a firm’s innovation-internationalisation strategy. Furthermore, this study offers a comprehensive, comparative analysis of managerial knowledge and skills (resilience, competence, globalism) within organisation’s innovation culture. This framework could assist practitioners and academics in tailoring skills development to specific innovation practices (inbound, couples, and outbound) across varying internationalisation contexts.
... The Business Model Management Capability encompasses sub-capabilities that enable business model adaptation and innovation. It includes business model adjustment [10], [29], business demand forecasting and related skill development [9], [49], and business model innovation [32], [43], [84]. Additionally, it involves adopting new business models to enhance SMEs adaptability [3]. ...
Small and medium-sized enterprises (SMEs) are vital to economic growth but are particularly vulnerable to external disruptions due to limited resources and strategic constraints. Business agility, supported by dynamic capabilities, is increasingly recognized as a key to SME resilience, adaptability, and sustained competitiveness. This study presents a systematic literature review to identify and categorize agility-related capabilities across the strategic, tactical, and operational levels of SMEs. The research results in the development of the SME Business Agility Concept Map, which integrates nine agility dimensions and highlights key enablers in process, people, and technology perspectives. The proposed framework contributes to the growing body of knowledge on SME agility and offers practical guidance for building agile capabilities in dynamic market environments.
... The key to this step is to find three anchor points, establishing the threshold for the full membership, the crossover point, and non-membership. Specifically, based on the results of the multi-item measurements, the mean of each item is calculated and three quantiles (5%, 50%, and 95%) are chosen [60]. It means that the original value that covers 5% of the survey data is the point of full non-membership (fuzzy score = 0.05); the original value that covers 50% of the survey data is the crossover point (fuzzy score = 0.5); and the original value that covers 95% of the survey data is the point of full membership (fuzzy score = 0.95). ...
High-quality development has become one of the important goals pursued by Chinese enterprises at present, and innovation is an important channel to realize high-quality development. Effective collaboration stands out as a pivotal element for the success of new product development (NPD). There are a variety of control mechanisms applied to mitigate uncertainty and foster cooperation. Despite the importance of these controls, the interplay between formal and informal management controls in NPD has been underexplored in prior research. The goal of this study is to validate the relationship between formal and informal control in a new product development scenario, responding to the debate about whether there is a substitution effect or a complementary effect between the two. This study addresses this gap by initially employing ordinary least squares (OLS) regression analysis to examine the role of each management control. Subsequently, fuzzy set qualitative comparative analysis (fsQCA) is employed to identify strategies for achieving high NPD performance in Chinese manufacturing enterprises. The results from the OLS analysis demonstrate that all forms of management control, especially trust, are effective in the improvement of NPD performance, while the results from fsQCA confirm that there is a complementary effect between formal and informal control, suggesting that informal control cannot function well without formal control. This research illuminates the synergistic dynamics of management controls within an open innovation context and emphasizes the importance of integrating both formal and informal controls to optimize NPD performance.
... Due to the rapid evolution of the business environment and the increasing technological complexity, companies must be proactive in open innovation. New knowledge can be acquired from external sources, and the innovation of products and services based on external knowledge is open innovation (Liao et al., 2019 ;Leckel et al., 2020). Open innovation, which can be easily achieved through collaboration between universities and industry, is lacking in developing countries, even though it could enable companies to acquire complementary knowledge (Tariq et al., 2022). ...
Over the past two decades, open innovation and its impact on the organizational performance of SMEs have been little discussed. The main objective of this research is to analyze the impact of open innovation on the economic and operational performance of SMEs working in a very important sector such as the oil sector. This research also tested the mediating role of social capital in the relationship between open innovation and the organizational performance of SMEs. The study used deductive reasoning by applying the quantitative method. The data were collected from 250 small and medium-sized enterprises working in the oil sector. Correlation analysis, regression analysis, and normal test theory were used as statistical tests with the help of PLS. The statistical results confirmed that all predictive elements significantly elucidate the consequence elements. The results of the mediation analysis also confirm that social capital plays a mediating role in the association between open innovation and organizational performance. This study enriches the available theory by evaluating the mediating role of social capital and the link between open innovation and organizational performance, thereby making a significant contribution to the dominant theory by contextualizing SMEs in the oil sector in Saudi Arabia, with an emphasis on the associations between open innovation, social capital, economic performance, and operational performance.
... Earlier research analyses things like strategic management in relation to BMI (Lorenzo et al., 2022;Belussi et al., 2019), BMI processes (Wirtz, 2020) with a focus on Small and Medium Enterprises (SMEs) , high-tech companies (Holtström, 2022), or start-ups (Foss & Saebi, 2017). Although different theoretical lenses are being used, like dynamic capabilities (Teece, 2010), resource-based view (Liao et al., 2019), resource dependency (Bouwman et al., 2008), system dynamics (Moellers et al., 2019) or organizational network analysis (Solaimani et al., 2018), every study domain requires further specification, including with regarding specific domains that are subject of study, such as FFs. Nevertheless, there are some common shared insights regarding BMI. ...
... The first stage consists of data calibration (Ragin, 2008). For the latent constructs collected through the 5-point Likert scale, their averages were allocated so as to be calibrated according to the theoretical anchors of 5 (full membership, fuzzy score = 0.95), 3 (crossover point, fuzzy score = 0.50) and 1 (full non-membership, fuzzy score = 0.05) (Poorkavoos et al., 2016;Liao et al., 2019). Regarding the control variables, the same logic was followed for age (five points). ...
The aim of this article is to analyze the perception of university professors regarding the determinants of adopting market technologies in the curriculums of undergraduate accounting courses in Latin America. This study is based on the Unified Theory of Acceptance and Use of Technology 2 (UTAUT2). A survey was conducted with professors from undergraduate accounting courses located in the countries that make up Latin America, resulting in a sample of 151 professors distributed among 16 countries. The data was analyzed through a mixed-method approach using Partial Least Squares – Structural Equation Modeling and fuzzy-set Qualitative Comparative Analysis. The findings show the symmetrical influence of habit, performance expectancy, and social influence on the adoption of market technologies regardless of age, academic experience or gender. Furthermore, various asymmetrical combinations of conditions bring about a high adoption of market technologies in accounting curricula, with performance expectancy being present in all possible combinations.
... The importance of organizational agility has increased recently due to high uncertainty and market instability [11]. For these reasons, many studies have focused on predictors of organizational agility and methods to improve its level within organizations to meet current and future challenges [12][13][14][15][16]. However, studies on this topic focused mainly on the manufacturing sector, since the concept of organizational agility has its roots in the supply chain and its applications [17]. ...
... Although some studies related agility to the use of technology that helps in predicting changes and speed the process of decision-makers [5,10,2121], others believe that agility is more related to the ability of organizations to manage their knowledge [22][23][24] and the capability of leadership during uncertainty [13][14]. Similarly, the theories that can help explain agility are still emerging, with a focus on dynamic capability and resource-based view [12,20,25]. This study performs a systematic literature review to understand the status of organizational agility and the effect of the knowledge management process and technological innovation on it. ...
Organizational agility has become essential and its importance has increased after COVID-19. There are inconsistent findings regarding the factors that affect organizational agility. This study focuses on the effect of technological innovation and the knowledge management process by reviewing the literature related to these variables. Three databases, Scopus, Web of Science (WoS), and Google Scholar, were used using certain search keywords, and a total of 30 articles were identified between 2010 and 2022 and reviewed. The findings showed that the number of articles has increased sharply during and after the COVID-19 pandemic. However, the use of theories to explain organizational agility is still emerging, with the resource-based view, the dynamic capability, and the knowledge-based view being the most used theories. The sample size is increasing to meet the structural equation modeling requirements. The effect of technological innovation and the knowledge management process is positive in most studies. More studies are needed to examine organizational agility as a dependent variable in different countries, contexts, and industries. In addition, future studies should examine other moderating variables in this context.
