| Business models and dynamic capabilities |
133 |
| Business models and business model innovation: Between wicked and paradigmatic problems |
44 |
| Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal |
43 |
| Business models and organization design |
30 |
| Beyond the purely commercial business model: Organizational value logics and the heterogeneity of sustainability business models |
26 |
| The wider implications of business-model research |
25 |
| Value drivers of social businesses: A business model perspective |
22 |
| Effectuation or causation as the key to corporate venture success? Investigating effects of entrepreneurial behaviors on business model innovation and venture performance |
22 |
| A dynamic business modelling approach to design and experiment new business venture strategies |
21 |
| Searching for innovation: Product, process, and business model innovations and search behavior in established firms |
19 |
| Demand-side strategy and business models: Putting value creation for consumers center stage |
18 |
| The antecedents of new R&D collaborations with different partner types: On the dynamics of past R&D collaboration and innovative performance |
17 |
| The evolution of intellectual property strategy in innovation ecosystems: Uncovering complementary and substitute appropriability regimes |
15 |
| Top management team diversity and ambidexterity: The contingent role of shared responsibility and CEO cognitive trust |
15 |
| Strategies for business model innovation: How firms reel in migrating value |
15 |
| Managing complexity in a multi-business-model organization |
14 |
| Implementing the right project structure to achieve coopetitive innovation projects |
13 |
| Inter-organizational relationships involving SMEs: A bibliographic investigation into the state of the art |
12 |
| Performativity as ongoing journeys: Implications for strategy, entrepreneurship, and innovation |
12 |
| On micro-foundations of dynamic capabilities: A multi-level perspective based on CEO personality and knowledge-based capital |
11 |
| Business model design-performance relationship under external and internal contingencies: Evidence from SMEs in an emerging economy |
11 |
| How organizational cognitive frames affect organizational capabilities: The context of corporate sustainability |
11 |
| From 'matters of concern' to 'matters of authority': Studying the performativity of strategy from a communicative constitution of organization (CCO) approach |
9 |
| Examining Links between Pre and Post M&A Value Creation Mechanisms - Exploitation, Exploration and Ambidexterity in Central European SMEs |
9 |
| When and with whom to cooperate? Investigating effects of cooperation stage and type on innovation capabilities and success |
9 |
| CEO burnout, managerial discretion, and firm performance: The role of CEO locus of control, structural power, and organizational factors |
9 |
| Towards an adaptive framework of low-end innovation capability - A systematic review and multiple case study analysis |
9 |
| An actor-network perspective on business models: How 'Being Responsible' led to incremental but pervasive change |
9 |
| Learning, signaling, and convincing: The role of experimentation in the business modeling process |
9 |
| Ambidexterity penetration across multiple organizational levels in an aerospace and defense organization |
8 |
| The pressure cooker: When crisis stimulates explorative business model change intentions |
8 |
| The role of human and social board capital in driving CSR reporting |
8 |
| Scenario planning, cognition, and strategic investment decisions in a turbulent environment |
8 |
| Strategy restoration |
8 |
| Process matters-The relevance of the decision making process for divestiture outcomes |
8 |
| How rival partners compete based on cooperation? |
7 |
| Recasting the dynamics of post-acquisition integration: An embeddedness perspective |
7 |
| Entrepreneurial orientation and social ties in transitional economies |
7 |
| Overcoming institutional voids as a pathway to becoming ambidextrous: The case of China's Sichuan Telecom |
7 |
| The impact of managerial political ties on corporate governance and debt financing: Evidence from Ghana |
6 |
| Open strategy-making with crowds and communities: Comparing Wikimedia and Creative Commons |
6 |
| Organising environmental scanning: Exploring information source, mode and the impact of firm size |
6 |
| Mapping the landscape of strategy tools: A review on strategy tools published in leading journals within the past 25 years |
6 |
| The role of cognitive load in effective strategic issue management |
6 |
| Inclusive innovation and the role of technological capability-building: The social business Grameen Danone Foods Limited in Bangladesh |
6 |
| Of those who plan: A meta-analysis of the relationship between human capital and business planning |
6 |
| Board of director efficacy and firm performance variability |
6 |
| Lessons from the flipside: How do acquirers learn from divestitures to complete acquisitions? |
5 |
| Founding family effects on business group growth: Longitudinal evidence from Turkey (1925-2012) |
5 |
| Cognitive antecedents of business models: Exploring the link between attention and business model design over time |
5 |
