Digital technology integration in business model innovation for carbon neutrality: An evolutionary process model for SMEs.

This study delves into the strategies employed by small and medium-sized enterprises (SMEs) to embed digital technology into their business models, aiming to reach carbon neutrality. We offer a comprehensive analysis of five high technology SMEs, unveiling an evolutionary process model that highlights their journey toward integrating technology. The integration process is delineated into three progressive stages. Initially, digital technology is seen as an 'enabler' that promotes the birth of an innovative business model, essentially transforming the mechanisms of value creation, delivery, and capture. As SMEs evolve to an intermediate stage, digital technology becomes a 'disruptor', reshaping and reinventing the business model in terms of how value is created, delivered, and captured. Entering the maturity stage, digital technology is elevated to the role of 'expertise', leading to a sophisticated business model that refines and optimizes these aspects of value. The influence of these business model innovations on carbon neutrality is complex and varies distinctly with each stage, reflecting the dynamic interplay between digital technology and business model evolution.

A management model in blood, tissue and cell establishments to ensure rapid and sustainable patient access to advanced therapy medicinal products in Europe.

Blood, tissue and cell establishments (BTCs) stand out in the management of donor selection, procurement and processing of all types of substances of human origin (SoHO). In the last decades, the framework created around BTCs, including hospitals and national health system networks, and their links to research, development and innovation organizations and agencies have spurred their involvement in the study of groundbreaking advanced therapy medicinal products (ATMP). To further improve strategic synergies in the development of ATMPs, it will be required to promote intra- and inter-European collaborations by creating an international network involving BTCs and major stakeholders (i.e., research organizations, hospitals, universities, patient associations, public agencies). This vision is already shared with the European Blood Alliance, the association of non-profit blood establishments, with 26 member states throughout the European Union and European Free Trade Association states. Herein we present and analyze the "BTC for ATMP Development And Manufacture" (BADAM) model, an ethically responsible business model based on the values and missions of BTCs and their commitment to health equity, patient access and education (based on voluntary donation of SoHO to address unmet clinical needs, while contributing to training professionals and scientific literacy of our Society).

P2P Cloud Manufacturing Based on a Customized Business Model: An Exploratory Study.

To overcome the problems of long production cycle and high cost in the product manufacturing process, a P2P (platform to platform) cloud manufacturing method based on a personalized custom business model has been proposed in this paper by integrating different technologies such as deep learning and additive manufacturing (AM). This paper focuses on the manufacturing process from a photo containing an entity to the production of that entity. Essentially, this is an object-to-object fabrication. Moreover, based on the YOLOv4 algorithm and DVR technology, an object detection extractor and a 3D data generator are constructed, and a case study is carried out for a 3D printing service scenario. The case study selects online sofa photos and real car photos. The recognition rates of sofa and car were 59% and 100%, respectively. Retrograde conversion from 2D data to 3D data takes approximately 60 s. We also carry out personalized transformation design on the generated sofa digital 3D model. The results show that the proposed method has been validated, and three unindividualized models and one individualized design model have been manufactured, and the original shape is basically maintained.

Institutional theory and circular economy business models: The case of the European Union and the role of consumption policies.

The circular economy (CE) has been gaining traction in recent years as it promises a change for good, in terms of environmental, social, and economic benefits. The major changes required to implement circular economy business models (CEBMs), can prove to be especially difficult for organisations. This study provides a holistic analysis of the effect of CE institutional policies on the development of CEBMs in organisations, by exploring not only production-oriented policies, which have been the focus of previous research, but also consumption policies. Consumption policies, in the form of regulatory and information policies, are oriented towards consumers and have the potential to affect the demand for CE products, which in turn affects the development of CEBMs in organisations. The paper is framed within the institutional theory and the context of the European Union. Our results reveal that consumption policies have a positive, albeit diminishing, effect on the CEBMs. Our paper finds that regulation is the most impactful policy, having a larger impact than production policies. Our results highlight the important role of institutional policies in fostering consumers' demand for CE products and of consumption policies as tools to be employed by governments in fostering CEBMs and achieving sustainability.

Opportunities and risks of internet of things (IoT) technologies for circular business models: A literature review.

In recent years, circular business models (CBM) have become an inevitable requirement to foster improvements in environmental performance. However, the current literature rarely discusses the link between Internet of Things (IoT) and CBM. This paper first identifies four IoT capabilities including monitoring, tracking, optimization and design evolution for improving CBM performance based on the ReSOLVE framework. In a second step, a systematic literature review using the PRISMA approach analyzes how these capabilities contribute to 6 R and CBM through the CBM-6R and CBM-IoT cross-section heatmaps and relationship frameworks, followed by assessing the quantitative impacts of IoT on potential energy saving in CBM. Finally, challenges are analyzed for the realization of IoT-enabled CBM. The results show that the assessments of Loop and Optimize business models dominate current studies. IoT plays a significant role in these business models respectively through tracking, monitoring and optimization capabilities. While (quantitative) case studies for Virtualize, Exchange and Regenerate CBM are substantially needed. IoT holds the potential to reduce energy consumption by around 20-30% for referenced applications in the literature. However, the IoT hardware, software and protocol energy consumption, interoperability, security and financial investment might become main obstacles for the wider use of IoT in CBM.

Sports entrepreneurship during COVID-19: Technology as an ally to maintain the competitiveness of small businesses.

The sports sector, specifically the field of personal trainer entrepreneurship, has been severely affected by the COVID-19 crisis. However, there are still few empirical studies that analyze how the actions taken before and during this crisis can affect sports entrepreneurs' performance. This research aims to analyze which combinations of sports entrepreneurs' personal characteristics and actions performed have been most and least effective in minimizing the negative impact of COVID-19 on their businesses. A validated online questionnaire was administered to personal trainer entrepreneurs from May to June 2020 before they reopened their facilities. Fuzzy-set qualitative comparative analysis (fsQCA) was performed to assess the impacts. The results show that both post-COVID measures (adaptation of the business model) and previous strategic orientation seemed essential. Specifically, high levels of sports entrepreneurs' resilience and innovation/R&D when competing against their closest competitors before the COVID-19 pandemic and the increased use of technologies (sports services digitization) during the pandemic have been essential to maintaining the performance of the sports business. Thus, improvements in the digital competencies of personal trainers' sports entrepreneurs, the development of strategic plans and activities related to innovation/R&D and process improvements are important measures to maintain the competitiveness of small sports businesses during crises.

Innovating agri-food business models after the Covid-19 pandemic: The impact of digital technologies on the value creation and value capture mechanisms.

This paper investigates the phenomenon of business models innovation (BMI) empowered by digital technologies and activated as a response to Covid-19 crisis. In fact, during the crisis numerous digital redesigns of businesses occurred to pursue both continuity and competitive advantage. Among these, the food retail sector has undergone under the pressure of the crisis intense digital changes, which, however, have not yet been investigated under the theoretical lens of BMI. To fill this gap, the paper analyzes the digital actions taken during the pandemic crisis by two large food retailers, namely Walmart and Carrefour. Covering a wide temporal interval of the pandemic evolution and reviewing multiple geographical markets, the authors interpreted the grocer's digital responses to the crisis in terms of innovation in value creation and capture mechanisms. As a result, three phases of digital BMI have been reconstructed, each characterized by specific mechanisms of value creation and capture experienced by the two grocers during the pandemic. Leveraging these findings, the paper proposes a model capable of defining how digital BMI takes place in response to crises. Results broaden theoretical knowledge and practical suggestions on digital BMI in terms of enabling factors, actionable value mechanisms, and future business opportunities.

The relations between business model efficiency and novelty, and outcome while accounting for managed competition contract: a quantitative study among Dutch physiotherapy primary healthcare organisations.

BACKGROUND: Since 2006, business principles have been introduced to foster efficient healthcare by way of managed competition. Managed competition is expressed by a contract between a health insurer and a physiotherapy primary healthcare organisation (PTPHO). In such a managed environment, PTPHOs have to attain treatment service quality and financial PTPHO-centred outcomes Research shows that business model designs may enhance organisation-centred outcomes. A business model is a design (efficiency or novelty) of how a firm transacts with customers, partners, and vendors; how it connects with markets. However, research on managed competition contract and business model designs, in relation to PTPHO-centred outcomes is new to the healthcare literature. PTPHOs may not know how business model designs enhance outcomes. This study aims to delineate the relations between business model efficiency and novelty, and PTPHO-centred outcomes, while accounting for managed competition contract in Dutch healthcare. METHODS: A quantitative cross-sectional design was adopted. Using a questionnaire, the relations between managed competition, business model efficiency and novelty, and PTPHO-centred outcomes were investigated among PTPHO managers (n = 138). Theory-based expectations were set up and multiple linear regression analyses were applied. RESULTS: Managed competition and business model efficiency show no relation with PTPHO-centred outcomes. Moderation of the business model efficiency and PTPHO-centred outcomes relation by managed competition contract is not detected. Business model novelty shows a positive relation with PTPHO-centred outcomes. Moderation of the business model novelty and PTPHO-centred outcomes relation by managed competition contract is found. CONCLUSIONS: There seem to be positive relations between business model novelty and PTPHO-centred outcomes on its own and moderated by managed competition contract. No relations seem to exist with business model efficiency. This implies that the combination of persistent use of health insurer-driven managed competition contracts and a naturally efficient PTPHOs may have left too few means for these organisations to contribute to healthcare reforms and attain PTPHO-centred outcomes. Organisation-driven innovation could stretch system-level regulations and provide room for new business models. Optimising contracts towards organisation-driven healthcare reform, including novelty requirements and corresponding reimbursements is suggested. PTPHO managers may want to shift their attitudes towards novel business models.

Telehealth Business Models and Their Components: Systematic Review.

BACKGROUND: Telehealth technology is an excellent solution to resolve the problems of health care delivery. However, this technology may fail during large-scale implementation. As a result, business models can be used to facilitate commercialization of telehealth products and services. OBJECTIVE: The purpose of this study was to review different types of business models or frameworks and their components used in the telehealth industry. METHODS: This was a systematic review conducted in 2020. The databases used for searching related articles included Ovid, PubMed, Scopus, Web of Science, Emerald, and ProQuest. Google Scholar was also searched. These databases and Google Scholar were searched until the end of January 2020 and duplicate references were removed. Finally, articles meeting the inclusion criteria were selected and the Critical Appraisal Skills Programme (CASP) checklist was used for appraising the strengths and limitations of each study. Data were extracted using a data extraction form, and the results were synthesized narratively. RESULTS: Initially, 4998 articles were found and after screening, 23 were selected to be included in the study. The results showed that new telehealth business models were presented in 13 studies, and the applications of the existing business models were reported in 10 studies. These studies were related to different types of services, namely, telemonitoring (4 studies), telemedicine (3 studies), mobile health (3 studies), telerehabilitation (3 studies), telehealth (2 studies), assisted living technologies (2 studies), sensor-based systems (2 studies), and mobile teledermoscopy, teleradiology, telecardiology, and teletreatment (1 study related to each area). In most of the business models, value proposition, financial variables, and revenue streams were the main components. CONCLUSIONS: Applying business models in the commercialization of telehealth services will be useful to gain a better understanding of the required components, market challenges, and possible future changes. The results showed that different business models can be used for different telehealth technologies in various health systems and cultures. However, it is necessary to evaluate the effectiveness of these models in practice. Moreover, comparing the usefulness of these models in different domains of telehealth services will help identify the strengths and weaknesses of these models for future optimization.

When technology leads social business: Food truck innovation.

As restaurants and other non-essential businesses shut down to halt the spread of COVID-19, food-trucks adapted their business model, taking advantage of lower overheads and the ability to be mobile, to provide a response to the spike in demand for ready-made food. Set in France, this study identifies how food-trucks harnessed technology to support sustainable social business. We use triangulation to collect and analyse data from consumers and food-truck owners/managers on their perceptions of the value proposition and its limitations. Framed by the lockdown, we unpack the challenges faced by society and investigate ways in which food-trucks provide a sustainable alternative for eating out. We contribute to theory on social business and social innovation by acknowledging the socio-technical synergy existing in the specific context of food-trucks. The study acknowledges social equation as a key success element and validates the principles of social business in a new context.

Examining insurance companies' use of technology for innovation.

The insurance industry is innovating. Business models, services and processes are rapidly evolving, largely backed by technological developments. The particular historical context of COVID-19 provides a suitable case to understand the relevance of exploiting technology to react quickly to traditional and emerging risks. Focusing on the initiatives put in place by the most influential insurance companies at the global level, we have framed the innovation mechanisms in the industry, highlighting four rationales underpinning these initiatives (Adaption, Expansion, Reaction and Aggression), which differ according to the relevance of the technology in use and innovation to the portfolio of risks covered. Overall, it emerges that insurance companies have the room and capability to innovate, in many cases using technological applications to cover new and existing risks. While the initiatives studied concern the entire value chain, basic primary activities, such as product development, sales and claims management, show that innovation based on new or existing technology determines the success and competitiveness of the business.

Discovering the Value Creation System in IoT Ecosystems.

Internet of Things (IoT) should not be seen only as a cost reduction mechanism for manufacturing companies; instead, it should be seen as the basis for transition to a new business model that monetizes the data from an intelligent ecosystem. In this regard, deciphering the operation of the value creation system and finding the balance between the digital strategy and the deployment of technological platforms, are the main motivations behind this research. To achieve the proposed objectives, systems theory has been adopted in the conceptualization stage, later, fuzzy logic has been used to structure a subsystem for the evaluation of input parameters. Subsequently, system dynamics have been used to build a computational representation and later, through dynamic simulation, the model has been adjusted according to iterations and the identified limits of the system. Finally, with the obtained set of results, different value creation and capture behaviors have been identified. The simulation model, based on the conceptualization of the system and the mathematical representation of the value function, allows to establish a frame of reference for the evaluation of the behaviour of IoT ecosystems in the context of the connected home.

6G Enabled Smart Infrastructure for Sustainable Society: Opportunities, Challenges, and Research Roadmap.

The 5G wireless communication network is currently faced with the challenge of limited data speed exacerbated by the proliferation of billions of data-intensive applications. To address this problem, researchers are developing cutting-edge technologies for the envisioned 6G wireless communication standards to satisfy the escalating wireless services demands. Though some of the candidate technologies in the 5G standards will apply to 6G wireless networks, key disruptive technologies that will guarantee the desired quality of physical experience to achieve ubiquitous wireless connectivity are expected in 6G. This article first provides a foundational background on the evolution of different wireless communication standards to have a proper insight into the vision and requirements of 6G. Second, we provide a panoramic view of the enabling technologies proposed to facilitate 6G and introduce emerging 6G applications such as multi-sensory-extended reality, digital replica, and more. Next, the technology-driven challenges, social, psychological, health and commercialization issues posed to actualizing 6G, and the probable solutions to tackle these challenges are discussed extensively. Additionally, we present new use cases of the 6G technology in agriculture, education, media and entertainment, logistics and transportation, and tourism. Furthermore, we discuss the multi-faceted communication capabilities of 6G that will contribute significantly to global sustainability and how 6G will bring about a dramatic change in the business arena. Finally, we highlight the research trends, open research issues, and key take-away lessons for future research exploration in 6G wireless communication.

Faecal sludge management in Toamasina, Madagascar: Emptying - Transport - Treatment.

In Toamasina, the second largest city in Madagascar with 326,286 inhabitants and located at sea level, 97% of households uses latrines. The city produces 14,100 m³ faecal sludge per year and 28,000 latrines need to be emptied annually. Most latrines are emptied manually and sludge used to be buried in the compound, thus contaminating sub surface water that is used for domestic purposes by 60% of the population. This article shows how through an action-research process coordinated by Join For Water emptying, transport and treatment services were improved, these services remain accessible to the lowest social class, and a profitable private service provider, Clean Impact, was created. It further describes the construction of a treatment plant consisting of planted humification beds, and the process towards a sustainable exploitation, today managed by Clean Impact.

Business model innovation at the bottom of the pyramid - A case of mobile money agents.

Business models have historically facilitated the ability of firms to create and capture value. Focusing on financial service agents (FSAs) as actors in the Nigerian financial services industry, this study helps to elucidate how value creation and distribution can facilitate business model innovation (BMI) in an emerging market. We deployed Osterwalder and Pigneur's business model canvas alongside Amit and Zott's Sources of Value in e-Business (SVCeB) model in mapping FSA business models and value creation sources. We find that the constant need to align the resources of a firm with the demand conditions at the customer end triggers the need for BMI by FSAs. The findings also demonstrate that FSAs have weak business models that inhibit their sustainability and ultimately impede their ability to play their role in closing the country's financial exclusion gap. We suggest the need for business model innovation by FSAs as a pathway to viability, profitability and sustainability.

COVID-19 and digitalization: The great acceleration.

Inspired by burgeoning scholarly interest in the role of digitalization in the COVID-19 pandemic, this paper examines how the COVID-19 pandemic is driving or constraining the digitalization of businesses around the globe. We contend that COVID-19 is "the great accelerator" in fast-tracking the existing global trend towards embracing modern emerging technologies ushering in transformations in lifestyle, work patterns, and business strategies. Thus, COVID-19 has evolved to be a kind of "catalyst" for the adoption and increasing use of digitalization in work organization and the office, alongside presenting foreseen and unforeseen opportunities, challenges, and costs-leading to negative and positive feedback loops. In this article, we develop and advance a conceptual model by linking the different forces for and against digitalization in response to the pandemic. Our analysis indicates that adoption of emerging technologies may be hindered by vested external interests, nostalgia, and employer opportunism, as well as negative effects on employee well-being that undermine productivity, work-life balance, and future of work. Whilst digitalization may bring new opportunities, the process imparts risks that may be hard to mitigate or prepare for. Finally, we draw out the wider theoretical and practical implications of our analysis.

Editorial and research agenda: JBR special issue on business model innovation in social purpose organizations.

In this introduction to the special issue on business model innovation (BMI) among social purpose organizations (SPOs), we define business models, BMI, and SPOs, and introduce the insights that papers in this special issue contribute to scholarly knowledge at the intersection of SPOs and BMI. We aggregate insights from articles in the special issue to provide insights into the major antecedents of BMI (environmental turbulence, and internal drivers), the substance of BMI (collaboration, managing tensions, and developing dynamic and learning capabilities), and the outcomes of BMI (expansion of dual social-economic goals, and organizational survival). Reflecting on this collection of papers, and the broader social sector literature, we then suggest several avenues for future research.

Effectuation and causation configurations for business model innovation: Addressing COVID-19 in the gastronomy industry.

The gastronomy sector is among those that are hit particularly hard by a loss of customers and regulatory uncertainty of the COVID-19 crisis. When established ways of doing business become almost impossible, business model innovation (BMI) is a possible reaction to this high uncertainty level. Effectuation and causation are decision-making logics that may lead to BMI and help a firm navigate uncertainty. We investigate configurations of causation and effectuation components associated with a high BMI level during the first wave of COVID-19. We perform fuzzy-set-qualitative comparative analysis (fsQCA) on a sample of 143 gastronomy entrepreneurs in Münster county, Germany. We identify two paths that lead to a high BMI level: "the planning soloist" and "the hedging networker." We conclude that innovators among the gastronomy entrepreneurs use effectuation and causation components in complex configurations.

The role of business model innovation in the hospitality industry during the COVID-19 crisis.

The hospitality industry worldwide is among the hardest-hit industries from the COVID-19 lockdowns. Initial theoretical and practical observations in the hospitality industry indicate that business model innovation (BMI) might be a solution to recover from and successfully cope with the COVID-19 crisis. Interestingly, some firms in the hospitality industry already started to successfully adapt their business models. This study explores the why and how of these successful recovery attempts through BMI by conducting a multiple case study of six hospitality firms in Austria. We rely on interview data from managers together with one of their main stammgasts for each case, which we triangulate with secondary data for the analysis. Findings show that BMI is applied during and after the crisis to create new revenue streams and secure a higher level of liquidity, with an important role of stammgasts.

Defining business model key performance indicators using intentional linguistic summaries.

To sustain competitiveness in contemporary, fast-paced markets, organizations increasingly focus on innovating their business models to enhance current value propositions or to explore novel sources of value creation. However, business model innovation is a complex task, characterized by shifting characteristics in terms of uncertainty, data availability and its impact on decision making. To cope with such challenges, business model evaluation is advocated to make sense of novel business models and to support decision making. Key performance indicators (KPIs) are frequently used in business model evaluation to structure the performance assessment of these models and to evaluate their strategic implications, in turn aiding business model decision making. However, given the shifting characteristics of the innovation process, the application and effectiveness of KPIs depend significantly on how such KPIs are defined. The techniques proposed in the existing literature typically generate or use quantitatively oriented KPIs, which are not well-suited for the early phases of the business model innovation process. Therefore, following a design science research methodology, we have developed a novel method for defining business model KPIs, taking into account the characteristics of the innovation process, offering holistic support toward decision making. Building on theory on linguistic summarization, we use a set of structured templates to define qualitative KPIs that are suitable to support early-phase decision making. In addition, we show how these KPIs can be gradually quantified to support later phases of the innovation process. We have evaluated our method by applying it in two real-life business cases, interviewing 13 industry experts to assess its utility.